International Journal of Project Management

Papers
(The median citation count of International Journal of Project Management is 7. 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 2022-01-01 to 2026-01-01.)
ArticleCitations
Performance measurement methods in megaprojects: An analytical review162
Forty years of organizational behaviour research in project management80
Benefits realisation in an agile environment73
An ecosystem perspective of programme commercial strategy: the case of railway infrastructure renewal in Denmark from 1991–202467
The role of mindfulness in the management of projects: Potential opportunities in research and practice63
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies58
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms50
Editorial Board49
Editorial Board48
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects47
From accidental project manager to intentional project leader: A reset whose time has come46
Digital pathways in project communication: A process study of community engagement46
Projecting for sustainability transitions: Contrasting two types of project-oriented agency46
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end45
Asking the right questions: The role of reflection for learning in and between projects44
Enhancing sensing capabilities in project-based organizations: the role of knowledge transfer between commercial and operational teams43
Projecting for sustainability transitions42
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation41
Examining the transition to agile practices with information technology projects: Agile teams and their experience of accountability41
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects39
Editorial Board38
Conceptualizing semi-temporary project networks through actor roles in smart city innovation37
Knowledge governance mechanisms and regulatory focus effects on online collective knowledge sharing in project teams37
A process–oriented framework to measure development performance and success of megaprojects36
Aligning stakeholders perceptions of project performance: The contribution of Business Realisation Management36
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy35
The “re-meaning” of project success: Updating and recalibrating for a modern project management35
The co-creation of value by public and private actors in the front end of urban development projects33
On cost, over time: How Scandinavian transport infrastructure challenges conventional understanding of project delivery performance33
Editorial Board32
Unpacking technical-political interweaving and the dual role of information technology in project collaboration32
Does entrepreneurial project monitoring and controlling process matter in social enterprises? Evidence from a developing African country31
Measuring project team performance: A review and conceptualization31
How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital31
Orchestrated reciprocity over equilibrium: How relational behavior and task conflict configure pathways to relationship quality in inter-organizational projects29
The first impression counts: The essentials of writing a convincing introduction29
The human factor in agility: Exploring employee dedication in agile project organizations29
Editorial Board29
Narratives and counter-narratives in sustainability transitions: A study on the Port of Rotterdam from a multi-level perspective28
Call for papers: Digitalisation of and by projects: A sociotechnical perspective on the consequences for project work27
Avoiding the inflection point: Project management theory and research after 40 years27
Considering alternatives to megaprojects for a sustainable future with degrowth principles27
When project outcomes matter: Organizational integration in managing long-term target benefits26
Value exchanges within stakeholder networks throughout a megaproject's lifecycle26
Tied islands: The role of organizational members in knowledge transfer across strategic projects26
Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments25
Editorial Board25
Editorial Board25
Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes25
Client management in the project domain: towards conceptual integration using cross-disciplinary research25
Call for papers: The transformational role of philosophy in project management24
Multi-project management in inter-organizational contexts24
Modeling strategic alignment in project networks23
Power in news media: Framing strategies and effects in infrastructure projects23
The dynamics of systems integration: Balancing stability and change on London's Crossrail project23
Call for Papers: Towards Stronger Theorising of Temporary Organising23
Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem23
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China22
Editorial Board22
Introduction–A special section in honor of Peter Morris22
Change in a project-based organization: The mutual shaping of institutional logics and change programs22
Behavioral barriers to sustainable action in project management and how to overcome them22
Ethical performance of construction project management team: Development and validation of a multidimensional measure22
From outputs to outcomes: Meeting a threshold of short-term project management success as a necessary condition for achieving long-term impact21
The performance effects of optimistic and pessimistic project status reporting behavior21
The project is dead. Long live the project20
Projecting for circularity in sustainability transitions: The case of wind turbines20
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives20
Editorial Board20
Temporal structuring in project organizing: A narrative perspective19
Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects19
Similar but different? The influence of job satisfaction, organizational commitment and person-job fit on individual performance in the continuum between permanent and temporary organizations19
Broadening project studies to address sustainability transitions: Conceptual suggestions and crossovers with socio-technical transitions research19
What Peter Morris's books meant to me: An Amarcord19
Acquisitions as programs: The role of sensemaking and sensegiving19
Integration of an exploration program with its parent organization: A lifecycle perspective18
A project-as-practice perspective on helping behavior and reciprocity in an inter-organizational project18
Editorial Board17
How entrepreneurial orientation influences project portfolio success: The roles of ideation portfolio management and firm size17
Impacts of knowledge expectations on recipients’ continuous cross-project learning intention17
Complements or substitutes? Recipes of contract design, contract enforcement, and trust for enhanced project performance17
Risk factor prioritization in infrastructure handover to operations17
Projects as drivers of sustainability: How the adoption of the reuse principle affects the front-end of a construction project17
Antecedents to bounce forward: A case study tracing the resilience of inter-organisational projects in the face of disruptions16
Success Management – From theory to practice16
Understanding project management performance using a comparative overrun measure15
Editorial Board15
Surfacing and responding paradoxes in megascale projects15
Editorial Board15
Projects as interventions15
Formation of inter-project ties from the sender–recipient perspective: Roles of task interdependence and functional interdependence15
The ‘invisible hand’ of institutional logics on professionalizing project management amid increasing projectification15
Exploring the dynamics of project failure and organizational learning in project-based firms: A study in the U.S. film industry14
Shaping interorganizational strategic projects through power relations and strategic practices14
Toward a systematic understanding of megaproject improvisation14
Editorial Board13
An essay on deprojectification: Drivers and consequences13
Cultivating crisis research in project studies: Insights from management and organisation studies by Christine Pearson13
Editorial Board13
Developing new knowledge: A virtual collection of project management review articles13
Editorial Board13
Caring beyond compliance: how social procurement professionals reshape relational norms in construction projects12
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 succ12
Political ecology perspective for a new way of understanding stakeholders and value in infrastructure projects12
Enhancing project managers’ strategy commitment by leader-leader exchange: The role of psychological empowerment and organizational identification12
The Relevance of Responsible Research for Project Scholars: Project Research as a Service to Society12
Not all project ambiguity is equal: A typology of project ambiguity and implications for its management12
Beneficiary participation is an imperative, not an option, but does it really work in international development projects?11
Coming to terms with project success: Current perspectives and future challenges11
Managing large-scale projects: Unpacking the role of project memory11
Editorial Board11
Turning narratives into collective action through projects11
Editorial Board11
Projectification without projects? Theorizing temporal structures of agile-based organizing11
Balancing on a tightrope: Coping with concurrent institutional logics in project business11
Editorial Board10
Enacting project resilience: Insights from Uruguayan air force flight 571′s crash in the Andes10
Corrigendum to “Owner challenges on major projects: The case of UK government” [Int. J. Proj. Manag. 38 (2020) 177–187]10
Design science research and the co-creation of project management knowledge10
Editorial Board10
Transcending the silos through project management office: Knowledge transactions, brokerage roles, and enabling factors9
Performance measurement in new product development projects: findings from successful small and medium enterprises9
Will the past guide us? Towards more reflective research on projects9
Cracking the megaproject puzzle: A stakeholder perspective?9
Navigating multiple contexts to integrate system transformation programs9
How organisational and team climates foster design thinking for project success9
Is this How Big Things Get Done?9
The local government project: A matchmaker or a troublemaker?9
HOLEY MOLEY, the poppycock syndrome, and academic drift9
Design flexibility in managing infrastructure projects: Contributing factors and research avenues9
Strategic responses to external stakeholder influences9
Public project success? Measuring the nuances of success through ex post evaluation8
Facilitating and improving learning in projects: Evidence from a lean approach8
Examining owners’ and contractors’ motivations to participate in collaborative risk management of mega infrastructure projects8
Stakeholder engagement: Theoretical and methodological directions for project scholarship8
How projects co-create value with stakeholders: The role of ideology and inquiry in spanning the temporary-permanent boundary8
The interplay of formal integrative mechanisms and relational norms in project collaboration8
Using nudges to realize project performance management8
Multi-level perspective framework in macro project studies: Towards a complex project organizing approach to sustainability transitions8
Does project management matter? The relationship between project management effort, complexity, and profitability8
Grandstanding? The elusive process of shaping megaproject symbolism8
Researching, writing, reflecting8
Organisation design in megaprojects: A systematic literature review and research agenda8
Editorial Board8
Owners managing the commercial interface on complex projects: A pluralistic theoretical perspective8
Organizing coopetitive tensions: Collaborative consumption in project ecologies8
Empowering future leaders: The interplay between shared leadership in projects and leadership development of project professionals8
There’s people in there! On Daniel Kahneman’s enduring impact8
Editorial Board7
Boundary work in a project-based organization: Flow across interdependent boundaries in interorganizational programs7
Demolishers or ‘material experts’? Project actors negotiating changing roles in sustainable projects7
Dynamics of couplings and their implications in inter-organizational multi-actor research and innovation projects7
IJPM invites special paper collections proposals 20267
Why clear managerial recommendations matter in major projects research: Searching for relevance in practice7
Kahneman's legacy in project management: Improving decision-making and performance7
Editorial Board7
Call for papers: Lifecycles, processes, and practices in strategic projects and programs7
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