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Artificial Intelligence and Jobs: Evidence from Online Vacancies

Journal of labor economics, 2022-04, Vol.40 (S1), p.S293-S340

2022

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Refugee recruitment and workplace integration: An opportunity for human resource management scholarship and impact

Human resource management journal, 2023-11, Vol.33 (4), p.783-805

2023

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The Unintended Consequences of “Ban the Box”: Statistical Discrimination and Employment Outcomes When Criminal Histories Are Hidden

Journal of labor economics, 2020-04, Vol.38 (2), p.321-374

2020

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Disability Discrimination: Employer Considerations of Disabled Jobseekers in Light of the Ideal Worker

Work, employment and society, 2023-06, Vol.37 (3), p.740-756

Østerud, Kaja Larsen

2023

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IS THERE LESS DISCRIMINATION IN OCCUPATIONS WHERE RECRUITMENT IS DIFFICULT?

Industrial & labor relations review, 2015-05, Vol.68 (3), p.467-500

2015

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The Effects of Algorithmic Labor Market Recommendations: Evidence from a Field Experiment

Journal of labor economics, 2017-04, Vol.35 (2), p.345-385

Horton, John J.

2017

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School Principal Race, Teacher Racial Diversity, and Student Achievement

The Journal of human resources, 2023-03, Vol.58 (2), p.666-712

2023

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Employee perceptions of individual green HRM practices and voluntary green work behaviour: a signalling theory perspective

Asia Pacific journal of human resources, 2023-01, Vol.61 (1), p.32-56

2023

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Opportunism in headhunter‐client relations: An agency theory perspective

Human resource management journal, 2024-01, Vol.34 (1), p.122-137

Peltokorpi, Vesa

2024

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‘The Biggest Problem We Are Facing Is the Running Away Problem’: Recruitment and the Paradox of Facilitating the Mobility of Immobile Workers

Work, employment and society, 2023-08, Vol.37 (4), p.841-857

2023

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An integrative review of employer branding and OB theory

Personnel review, 2009-12, Vol.39 (1), p.5-23

Edwards, Martin R

2009

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Social Networks, Employee Selection, and Labor Market Outcomes

Journal of labor economics, 2016-10, Vol.34 (4), p.825-867

2016

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Reframing talent identification as a status‐organising process: Examining talent hierarchies through data mining

Human resource management journal, 2022-01, Vol.32 (1), p.169-193

2022

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What's in a name? talent: A review and research agenda

Human resource management journal, 2023-07, Vol.33 (3), p.660-682

2023

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Do Job Networks Disadvantage Women? Evidence from a Recruitment Experiment in Malawi

Journal of labor economics, 2018-01, Vol.36 (1), p.121-157

2018

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30,000 Minimum Wages: The Economic Effects of Collective Bargaining Extensions

British journal of industrial relations, 2021-06, Vol.59 (2), p.335-369

Martins, Pedro S.

2021

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Brokered Careers: The Role of Search Firms in Managerial Career Mobility

Industrial & labor relations review, 2023-01, Vol.76 (1), p.210-240

2023

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How Do Employers Use Compensation History? Evidence from a Field Experiment

Journal of labor economics, 2021-01, Vol.39 (1), p.193-218

2021

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Interactions with Powerful Female Colleagues Promote Diversity in Hiring

Journal of labor economics, 2023-07, Vol.41 (3), p.589-614

2023

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Recruitment and Selection in the Public Sector: Do Rules Shape Managers’ Practices?

Public personnel management, 2023-06, Vol.52 (2), p.218-239

2023

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Redefining Chinese talent management in a new context: a talent value theory perspective

Asia Pacific journal of human resources, 2022-04, Vol.60 (2), p.219-251

2022

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Employers' perception of downsides to flexible staffing arrangements: exploring the role of strategic motives

International journal of manpower, 2023, Vol.44 (9), p.72-90

2023

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Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status

Human resource management journal, 2023-07, Vol.33 (3), p.683-701

2023

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Do employees find inclusive talent management fairer? It depends. Contrasting self‐interest and principle

Human resource management journal, 2023-07, Vol.33 (3), p.702-727

2023

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A large‐scale field experiment on occupational gender segregation and hiring discrimination

Industrial relations (Berkeley), 2023-01, Vol.62 (1), p.34-59

2023

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Artificial Intelligence and Jobs: Evidence from Online Vacancies

Refugee recruitment and workplace integration: An opportunity for human resource management scholarship and impact

The Unintended Consequences of “Ban the Box”: Statistical Discrimination and Employment Outcomes When Criminal Histories Are Hidden

Disability Discrimination: Employer Considerations of Disabled Jobseekers in Light of the Ideal Worker

IS THERE LESS DISCRIMINATION IN OCCUPATIONS WHERE RECRUITMENT IS DIFFICULT?

The Effects of Algorithmic Labor Market Recommendations: Evidence from a Field Experiment

School Principal Race, Teacher Racial Diversity, and Student Achievement

Employee perceptions of individual green HRM practices and voluntary green work behaviour: a signalling theory perspective

Opportunism in headhunter‐client relations: An agency theory perspective

‘The Biggest Problem We Are Facing Is the Running Away Problem’: Recruitment and the Paradox of Facilitating the Mobility of Immobile Workers

An integrative review of employer branding and OB theory

Social Networks, Employee Selection, and Labor Market Outcomes

Reframing talent identification as a status‐organising process: Examining talent hierarchies through data mining

What's in a name? talent: A review and research agenda

Do Job Networks Disadvantage Women? Evidence from a Recruitment Experiment in Malawi

30,000 Minimum Wages: The Economic Effects of Collective Bargaining Extensions

Brokered Careers: The Role of Search Firms in Managerial Career Mobility

How Do Employers Use Compensation History? Evidence from a Field Experiment

Interactions with Powerful Female Colleagues Promote Diversity in Hiring

Recruitment and Selection in the Public Sector: Do Rules Shape Managers’ Practices?

Redefining Chinese talent management in a new context: a talent value theory perspective

Employers' perception of downsides to flexible staffing arrangements: exploring the role of strategic motives

Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status

Do employees find inclusive talent management fairer? It depends. Contrasting self‐interest and principle

A large‐scale field experiment on occupational gender segregation and hiring discrimination

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