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Cited by

• 2015Business Cases and Corporate Engagement with Sustainability: Differentiating Ethical Motivations443 cited
• 2019Sustaining precarity: critically examining tourism and employment329 cited
• 2018Assessing organizations performance on the basis of GHRM practices using BWM and Fuzzy TOPSIS244 cited
• 2018Designing Sustainable HRM: The Core Characteristics of Emerging Field226 cited
• 2014Resources and Capabilities of Triple Bottom Line Firms: Going Over Old or Breaking New Ground?203 cited
• 2018Sustainable human resource management as a driver in tourism policy and planning: a serious sin of omission?196 cited
• 2022Sustainable human resource management: six defining characteristics191 cited
• 2023Work engagement and employee satisfaction in the practice of sustainable human resource management – based on the study of Polish employees191 cited
• 2021A meta‐review of 10 years of green human resource management: is Green HRM headed towards a roadblock or a revitalisation?185 cited
• 2019Sustainable HRM strategies and employment relationships as drivers of the triple bottom line176 cited
• 2019HRM institutional entrepreneurship for sustainable business organizations175 cited
• 2013Motivations for Corporate Sustainability Management: Contrasting Survey Results and Implementation163 cited
• 2019The role of HRM in developing sustainable organizations: Contemporary challenges and contradictions