International Journal of Project Management

Article	Citations
Performance measurement methods in megaprojects: An analytical review	126
The role of mindfulness in the management of projects: Potential opportunities in research and practice	79
Forty years of organizational behaviour research in project management	58
Agency relationships of project-based firms	56
Benefits realisation in an agile environment	56
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies	56
Unveiling complex relational behavior in megaprojects: A qualitative-quantitative network approach	48
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms	48
Editorial Board	46
Asking the right questions: The role of reflection for learning in and between projects	46
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation	45
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects	44
Projecting for sustainability transitions: Contrasting two types of project-oriented agency	43
Projecting for sustainability transitions	41
Enhancing sensing capabilities in project-based organizations: the role of knowledge transfer between commercial and operational teams	41
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects	41
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end	40
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	38
The co-creation of value by public and private actors in the front end of urban development projects	37
A process–oriented framework to measure development performance and success of megaprojects	36
Aligning stakeholders perceptions of project performance: The contribution of Business Realisation Management	36
Knowledge governance mechanisms and regulatory focus effects on online collective knowledge sharing in project teams	35
The “re-meaning” of project success: Updating and recalibrating for a modern project management	34

How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital	33
Does entrepreneurial project monitoring and controlling process matter in social enterprises? Evidence from a developing African country	33
Editorial Board	33
Enabling projects for strategic implementation: Role of designated project manager in CEO-TMT interface during project front-end investment decisions	32
Editorial Board	31
Tied islands: The role of organizational members in knowledge transfer across strategic projects	31
The human factor in agility: Exploring employee dedication in agile project organizations	31
Call for papers: Digitalisation of and by projects: A sociotechnical perspective on the consequences for project work	31
Measuring project team performance: A review and conceptualization	31
The first impression counts: The essentials of writing a convincing introduction	29
Considering alternatives to megaprojects for a sustainable future with degrowth principles	28
Value exchanges within stakeholder networks throughout a megaproject's lifecycle	28
Client management in the project domain: towards conceptual integration using cross-disciplinary research	28
Avoiding the inflection point: Project management theory and research after 40 years	28
Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes	28
Editorial Board	27
Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments	27
Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem	27
Modeling strategic alignment in project networks	26
When project outcomes matter: Organizational integration in managing long-term target benefits	25
Multi-project management in inter-organizational contexts	25
Studying Projects Processually	25
The dynamics of systems integration: Balancing stability and change on London's Crossrail project	24
Power in news media: Framing strategies and effects in infrastructure projects	24
Change in a project-based organization: The mutual shaping of institutional logics and change programs	23
Are project-based organizations willing to learn compliance lessons from sanctioned organizations close to them? The moderating effect of knowledge base compatibility and strength of the event	23
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China	23
Introduction–A special section in honor of Peter Morris	23
Behavioral barriers to sustainable action in project management and how to overcome them	22
Editorial Board	22
Call for Papers: Towards Stronger Theorising of Temporary Organising	21
The performance effects of optimistic and pessimistic project status reporting behavior	21
Editorial Board	21
Broadening project studies to address sustainability transitions: Conceptual suggestions and crossovers with socio-technical transitions research	21
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives	20
A project-as-practice perspective on helping behavior and reciprocity in an inter-organizational project	20
Acquisitions as programs: The role of sensemaking and sensegiving	20
The project is dead. Long live the project	20
How entrepreneurial orientation influences project portfolio success: The roles of ideation portfolio management and firm size	19
What Peter Morris's books meant to me: An Amarcord	19
Project team resilience: The effect of group potency and interpersonal trust	19
Integration of an exploration program with its parent organization: A lifecycle perspective	19
Temporal structuring in project organizing: A narrative perspective	19
Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects	19
Similar but different? The influence of job satisfaction, organizational commitment and person-job fit on individual performance in the continuum between permanent and temporary organizations	19
Enriching the concept of authentic leadership in project-based organisations through the lens of life-stories and self-identities	18
Success Management – From theory to practice	18
Editorial Board	18
Risk factor prioritization in infrastructure handover to operations	17
Impacts of knowledge expectations on recipients’ continuous cross-project learning intention	17

Antecedents to bounce forward: A case study tracing the resilience of inter-organisational projects in the face of disruptions	17
Projects as drivers of sustainability: How the adoption of the reuse principle affects the front-end of a construction project	17
Editorial Board	16
Toward a systematic understanding of megaproject improvisation	16
Editorial Board	16
Exploring the dynamics of project failure and organizational learning in project-based firms: A study in the U.S. film industry	16
Complements or substitutes? Recipes of contract design, contract enforcement, and trust for enhanced project performance	16
Formation of inter-project ties from the sender–recipient perspective: Roles of task interdependence and functional interdependence	15
The ‘invisible hand’ of institutional logics on professionalizing project management amid increasing projectification	15
Field-configuring projects: How projects shape the public reflection of electric mobility in Germany	15
Understanding project management performance using a comparative overrun measure	15
Shaping interorganizational strategic projects through power relations and strategic practices	15
Projects as interventions	15
Surfacing and responding paradoxes in megascale projects	15
Editorial Board	14
An essay on deprojectification: Drivers and consequences	14
Beneficiary participation is an imperative, not an option, but does it really work in international development projects?	14
Cultivating crisis research in project studies: Insights from management and organisation studies by Christine Pearson	14
Editorial Board	14
Not all project ambiguity is equal: A typology of project ambiguity and implications for its management	14
Editorial Board	14
Developing new knowledge: A virtual collection of project management review articles	14
Political ecology perspective for a new way of understanding stakeholders and value in infrastructure projects	14
The Relevance of Responsible Research for Project Scholars: Project Research as a Service to Society	13
Balancing on a tightrope: Coping with concurrent institutional logics in project business	12
Editorial Board	12
How do institutional pressures moderate the impacts of relational governance on the performance of international projects? An empirical assessment	12
International technology transfer through projects: A social construction of technology perspective	12
When frameworks empower their agents: The effect of organizational project management frameworks on the performance of project managers and benefits managers in delivering transformation projects succ	12
Turning narratives into collective action through projects	12
Editorial Board	12
Enhancing project managers’ strategy commitment by leader-leader exchange: The role of psychological empowerment and organizational identification	12
Enacting project resilience: Insights from Uruguayan air force flight 571′s crash in the Andes	11
Editorial Board	11
Coming to terms with project success: Current perspectives and future challenges	11
Corrigendum to “Owner challenges on major projects: The case of UK government” [Int. J. Proj. Manag. 38 (2020) 177–187]	10
How organisational and team climates foster design thinking for project success	10
What does it take to kill a megaproject? The reverse escalation of commitment	10
Managing large-scale projects: Unpacking the role of project memory	10
Strategic responses to external stakeholder influences	10
Will the past guide us? Towards more reflective research on projects	10
Editorial Board	10
Editorial Board	10
Is this How Big Things Get Done?	10
Exploring the critical nexus between authoritarian leadership, project team member's silence and multi-dimensional success in a state-owned mega construction project	10
Design science research and the co-creation of project management knowledge	10
Performance measurement in new product development projects: findings from successful small and medium enterprises	9
Public project success? Measuring the nuances of success through ex post evaluation	9
The local government project: A matchmaker or a troublemaker?	9
Construction project management fiction: Individual values	9
Design flexibility in managing infrastructure projects: Contributing factors and research avenues	9
Organisation design in megaprojects: A systematic literature review and research agenda	9
Cracking the megaproject puzzle: A stakeholder perspective?	9
HOLEY MOLEY, the poppycock syndrome, and academic drift	9
Examining owners’ and contractors’ motivations to participate in collaborative risk management of mega infrastructure projects	9
Transcending the silos through project management office: Knowledge transactions, brokerage roles, and enabling factors	8
Navigating multiple contexts to integrate system transformation programs	8
Multi-level perspective framework in macro project studies: Towards a complex project organizing approach to sustainability transitions	8
Owners managing the commercial interface on complex projects: A pluralistic theoretical perspective	8
Using nudges to realize project performance management	8
Editorial Board	8
Facilitating and improving learning in projects: Evidence from a lean approach	8
The interplay of formal integrative mechanisms and relational norms in project collaboration	8
Editorial Board	8
Organizing coopetitive tensions: Collaborative consumption in project ecologies	8
Stakeholder engagement: Theoretical and methodological directions for project scholarship	7
Editorial Board	7
Editorial Board	7
There’s people in there! On Daniel Kahneman’s enduring impact	7
Grandstanding? The elusive process of shaping megaproject symbolism	7
IJPM invites special paper collections proposals 2026	7
Fair project governance: An organisational justice approach to project governance	7
Does project management matter? The relationship between project management effort, complexity, and profitability	7
How projects co-create value with stakeholders: The role of ideology and inquiry in spanning the temporary-permanent boundary	7
Call for papers: Lifecycles, processes, and practices in strategic projects and programs	7
Editorial Board	6
How partners’ knowledge base and complexity are related to innovative project success: The roles of trust and trust capability of partners	6
A Meta-theoretical framework for theory building in project management	6
The stress-inducing potential of inclusive leadership: Does resilience help?	6
Boundary work in a project-based organization: Flow across interdependent boundaries in interorganizational programs	6

Dynamics of couplings and their implications in inter-organizational multi-actor research and innovation projects	6
Demolishers or ‘material experts’? Project actors negotiating changing roles in sustainable projects	6
Kahneman's legacy in project management: Improving decision-making and performance	6
Why clear managerial recommendations matter in major projects research: Searching for relevance in practice	6
Evolution of project studies through the lens of engaged scholarship: A longitudinal bibliometric analysis	6
A pragmatist perspective on front-end project organizing: The case of refurbishment of the Palace of Westminster	6