| Concepts, contexts, and mindsets: Putting human resource management research in perspectives |
35 |
| All of work? All of life? Reconceptualising work-life balance for the 21st century |
22 |
| The (potential) demise of HRM? |
17 |
| Employee performance, well-being, and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes? |
16 |
| HRM and performanceThe role of talent management as a transmission mechanism in an emerging market context |
14 |
| Human resource management-well-being-performance research revisited: Past, present, and future |
14 |
| Flexible work arrangements, national culture, organisational characteristics, and organisational outcomes: A study across 21 countries |
13 |
| The winner takes it all, the loser has to fall: Provoking the agency perspective in employability research |
13 |
| Supporting team citizenship: The influence of team social resources on team-level affiliation-oriented and challenge-oriented behaviour |
12 |
| Are freelancers a breed apart? The role of protean and boundaryless career attitudes in employability and career success |
11 |
| Perceptions of HR practices, person-organisation fit, and affective commitment: The moderating role of career stage |
11 |
| The cross-cultural study of LMX and individual employee voice: The moderating role of conflict avoidance |
10 |
| Scheduled to work hard: The relationship between non-standard working hours and work intensity among European workers (2005-2015) |
10 |
| Workaholism versus work engagement and job crafting: What is the role of self-management strategies? |
9 |
| Knowledge transfer in age-diverse coworker dyads in China and Germany: How and when do age-inclusive human resource practices have an effect? |
9 |
| Balancing tensions: Buffering the impact of organisational restructuring and downsizing on employee well-being |
8 |
| Acculturation, coping, and integration success of international skilled migrants: An integrative review and multilevel framework |
6 |
| Winning at all costs: An exploration of bottom-line mentality, Machiavellianism, and organisational citizenship behaviour |
6 |
| Ownership, governance, and the diffusion of HRM practices in multinational worker cooperatives: Case-study evidence from the Mondragon group |
6 |
| Fluctuating levels of personal role engagement within the working day: A multilevel study |
6 |
| Embeddedness across contexts: A two-country study on the additive and buffering effects of job embeddedness on employee turnover |
6 |
| Line managers and HRM: A managerial discretion perspective |
6 |
| When your resume is (not) turning you down: Modelling ethnic bias in resume screening |
6 |
| Talent responses to talent status awarenessNot a question of simple reciprocation |
6 |
| Institutions as constraints and resources: Explaining cross-national divergence in performance management |
5 |
| Exploring the interpersonal determinants of job embeddedness and voluntary turnover: A conservation of resources perspective |
5 |
| Conflicting logics? The role of HRM in a professional service firm |
5 |
| The perceived fairness of work-life balance policies: A UK case study of solo-living managers and professionals without children |
5 |
| How and when workplace ostracism influences task performance: Through the lens of conservation of resource theory |
4 |
| Employee experiences of HRM through daily affective events and their effects on perceived event-signalled HRM system strength, expectancy perceptions, and daily work engagement |
4 |
| Depletion or expansion? Understanding the effects of support policy use on employee work and family outcomes |
4 |
| The empowerment expectation-perception gap: An examination of three alternative models |
4 |
| The moderating effect of laissez-faire leadership on the relationship between co-worker conflicts and new cases of workplace bullying: A true prospective design |
4 |
| Age diversity, group organisational citizenship behaviour, and group performance: Exploring the moderating role of charismatic leadership and participation in decision-making |
4 |
| Doing it for themselves? Performance appraisal in project-based organisations, the role of employees, and challenges to theory |
4 |
| Age diversity management and organisational outcomes: The role of diversity perspectives |
4 |
| The virtuous circle of human resource investments: A precrisis and postcrisis analysis |
3 |
| Human resource practices and migrant workers' turnover intentions: The roles of post-migration place identity and justice perceptions |
3 |
| Adapting to survive: The case of Danish employers' organisations |
3 |
| Can leadership compensate for deficient inclusiveness in global virtual teams? |
3 |
| How supervisory support for career development relates to subordinate work engagement and career outcomes: The moderating role of task proficiency |
3 |
| Retaining an ageing workforce: The effects of high-performance work systems and flexible work programmes |
3 |
| The generational exchange rate: How generations convert career development satisfaction into organisational commitment or neglect of work |
3 |
| Electronic monitoring at work: The role of attitudes, functions, and perceived control for the acceptance of tracking technologies |
3 |
| Are some sectors more youth friendly than others? Employment regimes, sectors, and gender disparities in the Great Recession |
3 |
| It is not just about paying your dues: Impact of generational cohort on active and passive union participation |
3 |
| Exploring possible trade-offs between organisational performance and employee well-being: The role of teamwork practices |
2 |
| Sovereign wealth funds, productivity and people: The impact of Norwegian Government Pension Fund-Global investments in the United Kingdom |
2 |
| The role of pay secrecy policies and employee secrecy preferences in shaping job attitudes |
2 |
| Distributed leadership and employee cynicism: Trade unions as joint change agents |
2 |
