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Cited by

• 2014Sustainable HRM: Bridging theory and practice through the ‘Respect Openness Continuity (ROC)’-model157 cited
• 2024The critical role of HRM in AI-driven digital transformation: a paradigm shift to enable firms to move from AI implementation to human-centric adoption150 cited
• 2015To craft or not to craft140 cited
• 2019Enabling effective talent management through a macro-contingent approach: A framework for research and practice123 cited
• 2015Impact of individual coping strategies and organisational work–life balance programmes on Australian employee well-being112 cited
• 2015Bundles of HRM practices and performance: empirical evidence from a L atin A merican context99 cited
• 2012The Impact of Institutional Pressures on Employee Performance Management Systems in Higher Education in the Low Countries91 cited
• 2017Lean production, workforce development and operational performance81 cited
• 2019Unlocking the black box: Psychological contract fulfillment as a mediator between HRM practices and job performance72 cited
• 2017Editorial introduction: An introduction to employer engagement in the field of HRM . Blending social policy and HRM research in promoting vulnerable groups' labour market participation65 cited
• 2019Transformational Leadership, High-Performance Work System Consensus, and Customer Satisfaction64 cited
• 2016Ability–motivation–opportunity enhancing human resource practices and firm performance: Evidence from India