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 2021-11-01 to 2025-11-01.)

Article	Citations
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies	147
Benefits realisation in an agile environment	71
Forty years of organizational behaviour research in project management	62
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms	60
Performance measurement methods in megaprojects: An analytical review	59
Editorial Board	52
The role of mindfulness in the management of projects: Potential opportunities in research and practice	52
Editorial Board	48
Enhancing sensing capabilities in project-based organizations: the role of knowledge transfer between commercial and operational teams	46
Projecting for sustainability transitions: Contrasting two types of project-oriented agency	46
Digital pathways in project communication: A process study of community engagement	45
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects	45
Asking the right questions: The role of reflection for learning in and between projects	44
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end	43
Projecting for sustainability transitions	42
From accidental project manager to intentional project leader: A reset whose time has come	42
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects	41
Examining the transition to agile practices with information technology projects: Agile teams and their experience of accountability	40
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation	40
Editorial Board	37
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy	37
Conceptualizing semi-temporary project networks through actor roles in smart city innovation	36
A process–oriented framework to measure development performance and success of megaprojects	35
Knowledge governance mechanisms and regulatory focus effects on online collective knowledge sharing in project teams	35
Aligning stakeholders perceptions of project performance: The contribution of Business Realisation Management	35

The “re-meaning” of project success: Updating and recalibrating for a modern project management	35
The co-creation of value by public and private actors in the front end of urban development projects	35
Unpacking technical-political interweaving and the dual role of information technology in project collaboration	34
Does entrepreneurial project monitoring and controlling process matter in social enterprises? Evidence from a developing African country	33
Measuring project team performance: A review and conceptualization	32
Editorial Board	32
The human factor in agility: Exploring employee dedication in agile project organizations	31