European Journal of Work and Organizational Psychology

Papers
(The TQCC of European Journal of Work and Organizational Psychology is 10. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2021-05-01 to 2025-05-01.)
ArticleCitations
The daily dynamics of basic psychological need satisfaction at work, their determinants, and their implications: An application of Dynamic Structural Equation Modeling101
Get a little help from your perceived employability: Cross-lagged relations between multi-dimensional perceived employability, job insecurity, and work-related well-being99
Using strengths and thriving at work: The role of colleague strengths recognition and organizational context72
Nature, stability and determinants of multi-target commitment profiles: a longitudinal person-centered approach67
A clinical perspective on burnout: diagnosis, classification, and treatment of clinical burnout63
Bored, angry, and overqualified? The high- and low-intensity pathways linking perceived overqualification to behavioural outcomes57
They don’t really care about us: the impact of perceived vertical pay disparity on employee well-being47
Does looking forward set you back? Development and validation of the work prospection scale44
Tackling precarious work through work and organizational psychology: it’s work but not as we know it40
When is higher LMX comparison not always effective? The role of team-level LMX disparity and neuroticism37
The role of temporality in refugees’ work-related meaningfulness-making35
Your body tells more than words – predicting perceived meeting productivity through body signals31
The relationship between servant leadership and cyberloafing: an investigation of meaningful work versus citizenship pressure31
Learning and transfer in organisations: how it works and can be supported28
Job insecurity and employee performance: examining different types of performance, rating sources and levels27
The role of individual goal orientations in shaping skill utilization over time: a four-year longitudinal study26
Work-Nonwork Interface and Career Success: Examining Behavioural and Affective Linking Mechanisms25
Perfectionism and cognitive-behavioural processes in daily work: Implications for self-related perceptions and emotions24
Interactive technologies through the lens of team effectiveness: an interdisciplinary systematic literature review20
Leader–member exchange (LMX) and work performance: an application of self-determination theory in the work context20
Work in times of Brexit: explanatory mechanisms linking macropolitical events with employee well-being20
Affect stability and employee creativity: the roles of work-related positive affect and knowledge sharing19
Publishers note18
New directions in burnout research18
Exploring types of telecommuters: A latent class analysis approach18
How shared leadership and task complexity shape expectations of team effectiveness17
Daily receiving and providing of social support at work: identifying support exchange patterns in hierarchical data17
Are we ahead of the trend or just following? The role of work and organizational psychology in shaping emerging technologies at work17
Justice, trust, and moral judgements when personnel selection is supported by algorithms16
Can communal work activities reduce supervisors’ state grandiose narcissism? A 10-day experience sampling study16
Unravelling psychological contracts in a digital age of work: a systematic literature review16
Energized or distressed by time pressure? The role of time pressure illegitimacy15
Organizational attractiveness after identity threats of crises: how potential employees anticipate social identity15
Daily knowledge sharing at work: the role of daily knowledge sharing expectations, learning goal orientation and task interdependence15
The effect of time and day of the week on burnout-related experiences: an experience sampling study14
Chasing the goal(s): how a goal-setting intervention influences transfer motivation, its antecedents and transfer of training for different training types14
Laissez-faire leadership and employee well-being: the contribution of perceived supervisor organizational status14
Turning strain into gain: leveraging manager compassion to promote team innovation and customer satisfaction in response to teams’ emotional exhaustion14
When do poor health increase the risk of subsequent workplace bullying? The dangers of low or absent leadership support14
Crafting behaviours and employees’ and their partners’ well-being: a weekly study13
A self-categorization perspective on individual-teammates congruence in leader-member exchange quality and individual performance13
Comparison of mindfulness training and acceptance and commitment therapy in a workplace setting: results from a randomized controlled trial13
Not up to the task: perceptions of women and men with work-family conflicts13
A self-enhancement perspective on organizational socialization: Newcomer core self-evaluations, job crafting, and the role of leaders’ developmental coaching13
Being “there and aware”: a meta-analysis of the literature on leader mindfulness13
How do feedback seekers think? Disparate cognitive pathways towards incremental and radical creativity12
Why can’t I get out? The mediating role of internal inertial forces in the relationship between job embeddedness and the perceived likelihood of leaving: a test of the theory of career inaction12
Antecedents of physical sickness presenteeism during the COVID-19 pandemic12
Cultural skills as drivers ofdecencyin decent work: an investigation of skilled workers in the informal economy12
Do behavioural intentions matter? A diary study on work-related ICT-use after work hours11
Job insecurity and (un)sustainable well-being: unravelling the dynamics of work, career, and life outcomes from a within-person perspective11
Work does not speak for itself: examining the incremental validity of personal branding in predicting knowledge workers’ employability11
Why and when proactive employees take charge at work: the role of servant leadership and prosocial motivation10
Exploration career role enactment and employability evaluations: the moderating roles of leader opening and closing behaviours10
One plus one equals one: age-diverse friendship and its complex relation to employees’ job satisfaction and turnover intentions10
How transformational leadership transforms followers’ affect and work engagement10
Revisiting the Multidimensional Work Motivation Scale (MWMS)10
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