| Alfes et al., 2010 | 2010 | UK | Public | Content and process of change | Change driver, responsive, change focused, and HR focused | During OC, HRMPs must be proactive |
| Alfes et al., 2019 | 2019 | UK | Public | Content and process of change | Employee centric, responsive, and HR focused | HRMP can help the development of dynamic capabilities in employees to cope with OC |
| Alqudah et al., 2022 | 2022 | Jordan | Banking | Process of change | Employee centric, responsive, and HR focused | HRMPs can help employees' readiness for change |
| Bani, 2021 | 2021 | Ghana | Public | Process of change | Multifaceted | Effective HRMPs can reduce staff litigation |
| Baran, Filipkowski, and Stockwell, 2018 | 2019 | USA | Multiple | Content and process of change (perspectives of HR professionals) | “Change agent” and “consultant” | HR managers considered effective OC hierarchical |
| Barratt-Pugh and Bahn, 2015 | 2015 | Australia | Public | Cultural change during the merger | Develop a unified culture | During OC, HRMPs must consider mitigating efficiencies due to cultural differences |
| Barratt-Pugh, Schiavone, Bahn, and Gakere, 2013 | 2013 | Australia | Public | Cultural change program | Develop a unified culture | During OC, HRMPs must consider mitigating efficiencies due to cultural differences |
| Brown, Kulik, Cregan, and Metz, 2017 | 2017 | Australia | Multiple | Content and process of change | Strategic change agent | When HR assumes a strategic change agent role, OC is less likely to generate change cynicism |
| Cloutier and Robert-Huot, 2021 | 2021 | Canada | Multiple | Content and process of change | Depends on the dimension of change | HRMPs should vary according to the type of change, the objective of change, and the excepted outcome |
| D'Cruz, Noronha, and Beale, 2014 | 2014 | India | Private | OC as a predictor of workplace bullying | Employee centric and responsive | HRMPs should focus on addressing possible compounded bullying during OC |
| Faia Correia, Campos Cunha, and Scholten, 2011 | 2011 | Portugal | Multiple | Mergers and acquisitions | Strategic and responsive | HRM centrality has a moderating effect on OCs |
| Garavan, Shanahan, Carbery, and Watson, 2016 | 2016 | UK | Multiple | Process of change | Employee centric and responsive | HRMPs can help in the development of dynamic skills |
| Gollan, Kalfa, and Xu, 2015 | 2015 | Australia | Private | Content and process of change | Collaborative | HRMPs affect organizational performance indirectly |
| Huang, Zhang, Feng, and Seal, 2020 | 2020 | Canada | Multiple | Organizational innovation | Employee centric and responsive | HRMPs matter eventually |
| Lindorff, Worrall, and Cooper, 2011 | 2011 | UK and Australia | Multiple | Content and process of change | Employee centric and responsive | Hard change is the most detrimental |
| Sang Long and Khairuzzaman Wan Ismail, 2012 | 2012 | Malaysia | Multiple | Process of change | Change agent | HRMPs should be directed at a broader and cross-functional perspective |
| Lucia-Casademunt, Cuéllar-Molina, and García-Cabrera, 2018 | 2018 | Europe | Multiple | Process of change | Employee centric and responsive | HRMPs should be directed to enhance employees' well-being |
| Pellegrini, Rizzi, and Frey, 2018 | 2018 | Italy | Multiple | Change for sustainability | Employee centric and responsive | Effective HRMPs can enhance employees' commitment and behavior |
| Peters, Poutsma, Van der Heijden, Bakker, and Bruijn, 2014 | 2014 | The Netherlands | Multiple | New ways to work * (employee empowerment, home teleworking, and creating trust relationships) and work-related flow as experienced by employees (absorption, work enjoyment, and intrinsic work motivation) | Combined perspective integrating insights from the HRM-process model and the job demands-resources model | HRMPs should be aimed at improving employees' perception of job autonomy in the new working conditions |
| Pinzone, Guerci, Lettieri, and Redman, 2016 | 2016 | Italy | Multiple | Environmental management as an OC | Employee centric and responsive | HRMPs can improve collective engagement toward change objectives |
| Pluta and Rudawska, 2016 | 2016 | Poland | Multiple | Process of change | Employee centric and responsive | HR practices should apply the multidimensionality of individual resources and treat them holistically |
| Raeder, 2019 | 2019 | Norway | Multiple | Reorganization and downsizing | Broader scope of HRMPs | HRMPs should consider OC to be a factor of contingency |
| Rees, Rees, and Johari, 2010 | 2010 | Malaysia | Public/ banking | Strategic OC | Culture/employee sensitive | HRMPs should include ethics, spirituality, and regional contexts |
| Rubbers, 2020 | 2020 | Congo | Multiple | Multinational practices | Liaison, legal, and employee centric | HRMPs can help establish new contracts and recruitments to meet OC objectives |
| Shipton, Budhwar, and Crawshaw, 2012 | 2012 | UK | Multiple | Process of change | Employee centric and responsive | HRMPs can improve dynamic capabilities during OC |
| Tummers, Professor David Pick, Kruyen, Vijverberg, and Voesenek, 2015 | 2015 | The Netherlands | Public | Change management | Employee centric and responsive | HRMPS are particularly effective for improving the proactivity and vitality of employees |
