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Cited by

• 2003The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties344 cited
• 2002Developing competency models to promote integrated human resource practices339 cited
• 2015Human resource management, strategic involvement and e-HRM technology314 cited
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• 2010Desired goals and actual outcomes of e-HRM268 cited
• 1997Human Resource Management in Cross-Cultural Contexts: Emic Practices versus Etic Philosophies253 cited
• 2003Models of Change Agency: a Fourfold Classification251 cited
• 2005The HR department's role in organisational performance235 cited
• 2011The Human Resources Contribution to Responsible Leadership: An Exploration of the CSR–HR Interface209 cited
• 2004Power, Innovation and Problem‐Solving: The Personnel Managers’ Three Steps to Heaven?202 cited
• 2008Reinventing human resource management: Business partners, internal consultants and the limits to professionalization202 cited
• 2021AI-augmented HRM: Antecedents, assimilation and multilevel consequences200 cited
• 2005Towards a new model of globalizing HRM194 cited
• 2011An examination of e-HRM as a means to increase the value of the HR function