OOIR: Observatory of International Research

Papers

(The H4-Index of International Journal of Project Management is 31. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2021-06-01 to 2025-06-01.)

Article	Citations
Forty years of organizational behaviour research in project management	142
Benefits realisation in an agile environment	117
Performance measurement methods in megaprojects: An analytical review	74
Unveiling complex relational behavior in megaprojects: A qualitative-quantitative network approach	56
Agency relationships of project-based firms	55
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms	54
The role of mindfulness in the management of projects: Potential opportunities in research and practice	53
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies	50
Editorial Board	49
Editorial Board	49
Resilience and creative problem-solving capacities in project teams: A relational view	46
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end	45
Asking the right questions: The role of reflection for learning in and between projects	43
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects	43
Projecting for sustainability transitions	43
Sustainability Transitions: Contrasting Two Types of Project-Oriented Agency	42
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects	40
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation	39
Examining the transition to agile practices with information technology projects: Agile teams and their experience of accountability	39
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy	38
Editorial Board	37
The co-creation of value by public and private actors in the front end of urban development projects	37
Aligning stakeholders perceptions of project performance: The contribution of Business Realisation Management	34
A process–oriented framework to measure development performance and success of megaprojects	34
The “re-meaning” of project success: Updating and recalibrating for a modern project management	34

Editorial Board	34
Enabling projects for strategic implementation: Role of designated project manager in CEO-TMT interface during project front-end investment decisions	33
Does entrepreneurial project monitoring and controlling process matter in social enterprises? Evidence from a developing African country	32
The human factor in agility: Exploring employee dedication in agile project organizations	32
Measuring project team performance: A review and conceptualization	32
How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital	31
The first impression counts: The essentials of writing a convincing introduction	31
Editorial Board	31