OOIR: Observatory of International Research

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 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
The role of mindfulness in the management of projects: Potential opportunities in research and practice	52
Editorial Board	52
Editorial Board	48
Projecting for sustainability transitions: Contrasting two types of project-oriented agency	46
Enhancing sensing capabilities in project-based organizations: the role of knowledge transfer between commercial and operational teams	46
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects	45
Digital pathways in project communication: A process study of community engagement	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
From accidental project manager to intentional project leader: A reset whose time has come	42
Projecting for sustainability transitions	42
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects	41
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation	40
Examining the transition to agile practices with information technology projects: Agile teams and their experience of accountability	40
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy	37
Editorial Board	37
Conceptualizing semi-temporary project networks through actor roles in smart city innovation	36
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
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
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
Editorial Board	32
Measuring project team performance: A review and conceptualization	32
The human factor in agility: Exploring employee dedication in agile project organizations	31
How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital	30
Narratives and counter-narratives in sustainability transitions: A study on the Port of Rotterdam from a multi-level perspective	30
Considering alternatives to megaprojects for a sustainable future with degrowth principles	29
Tied islands: The role of organizational members in knowledge transfer across strategic projects	29
Call for papers: Digitalisation of and by projects: A sociotechnical perspective on the consequences for project work	29
Avoiding the inflection point: Project management theory and research after 40 years	28
Value exchanges within stakeholder networks throughout a megaproject's lifecycle	28
Editorial Board	27
Power in news media: Framing strategies and effects in infrastructure projects	27
The first impression counts: The essentials of writing a convincing introduction	27
When project outcomes matter: Organizational integration in managing long-term target benefits	27
Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments	26
Client management in the project domain: towards conceptual integration using cross-disciplinary research	26
Editorial Board	26
Editorial Board	25
Multi-project management in inter-organizational contexts	24
Modeling strategic alignment in project networks	24
Studying Projects Processually	23
Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes	23
Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem	23
The dynamics of systems integration: Balancing stability and change on London's Crossrail project	23
Call for Papers: Towards Stronger Theorising of Temporary Organising	22
Editorial Board	22
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China	22
Behavioral barriers to sustainable action in project management and how to overcome them	22
Introduction–A special section in honor of Peter Morris	22
Ethical performance of construction project management team: Development and validation of a multidimensional measure	21
Change in a project-based organization: The mutual shaping of institutional logics and change programs	21
Editorial Board	20
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives	20
Acquisitions as programs: The role of sensemaking and sensegiving	20
The project is dead. Long live the project	20
Broadening project studies to address sustainability transitions: Conceptual suggestions and crossovers with socio-technical transitions research	20
Projecting for circularity in sustainability transitions: The case of wind turbines	20
The performance effects of optimistic and pessimistic project status reporting behavior	20
Integration of an exploration program with its parent organization: A lifecycle perspective	19
Temporal structuring in project organizing: A narrative perspective	19
How entrepreneurial orientation influences project portfolio success: The roles of ideation portfolio management and firm size	19
A project-as-practice perspective on helping behavior and reciprocity in an inter-organizational project	18
What Peter Morris's books meant to me: An Amarcord	18
Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects	18
Risk factor prioritization in infrastructure handover to operations	18
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	18

Editorial Board	18
Complements or substitutes? Recipes of contract design, contract enforcement, and trust for enhanced project performance	17
Projects as drivers of sustainability: How the adoption of the reuse principle affects the front-end of a construction project	17
Antecedents to bounce forward: A case study tracing the resilience of inter-organisational projects in the face of disruptions	17
Editorial Board	16
Shaping interorganizational strategic projects through power relations and strategic practices	16
Impacts of knowledge expectations on recipients’ continuous cross-project learning intention	16
The ‘invisible hand’ of institutional logics on professionalizing project management amid increasing projectification	16
Success Management – From theory to practice	16
Understanding project management performance using a comparative overrun measure	15
Toward a systematic understanding of megaproject improvisation	15
Projects as interventions	15
Exploring the dynamics of project failure and organizational learning in project-based firms: A study in the U.S. film industry	15
Formation of inter-project ties from the sender–recipient perspective: Roles of task interdependence and functional interdependence	15
Editorial Board	15
Surfacing and responding paradoxes in megascale projects	15
The Relevance of Responsible Research for Project Scholars: Project Research as a Service to Society	14
An essay on deprojectification: Drivers and consequences	14
Enhancing project managers’ strategy commitment by leader-leader exchange: The role of psychological empowerment and organizational identification	13
Not all project ambiguity is equal: A typology of project ambiguity and implications for its management	13
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	13
Cultivating crisis research in project studies: Insights from management and organisation studies by Christine Pearson	13
Editorial Board	13
Editorial Board	12
Beneficiary participation is an imperative, not an option, but does it really work in international development projects?	12
Developing new knowledge: A virtual collection of project management review articles	12
Political ecology perspective for a new way of understanding stakeholders and value in infrastructure projects	12
Editorial Board	12
Caring beyond compliance: how social procurement professionals reshape relational norms in construction projects	12
Enacting project resilience: Insights from Uruguayan air force flight 571′s crash in the Andes	11
Design science research and the co-creation of project management knowledge	11
Editorial Board	11
International technology transfer through projects: A social construction of technology perspective	11
Coming to terms with project success: Current perspectives and future challenges	11
Editorial Board	11
Managing large-scale projects: Unpacking the role of project memory	11
Balancing on a tightrope: Coping with concurrent institutional logics in project business	11
Exploring the critical nexus between authoritarian leadership, project team member's silence and multi-dimensional success in a state-owned mega construction project	10
Editorial Board	10
Turning narratives into collective action through projects	10
Editorial Board	10
Design flexibility in managing infrastructure projects: Contributing factors and research avenues	10
HOLEY MOLEY, the poppycock syndrome, and academic drift	10
Strategic responses to external stakeholder influences	10
How organisational and team climates foster design thinking for project success	9
Is this How Big Things Get Done?	9
Corrigendum to “Owner challenges on major projects: The case of UK government” [Int. J. Proj. Manag. 38 (2020) 177–187]	9
Performance measurement in new product development projects: findings from successful small and medium enterprises	9
The local government project: A matchmaker or a troublemaker?	9
Will the past guide us? Towards more reflective research on projects	9
Transcending the silos through project management office: Knowledge transactions, brokerage roles, and enabling factors	9
Cracking the megaproject puzzle: A stakeholder perspective?	9
There’s people in there! On Daniel Kahneman’s enduring impact	8
Stakeholder engagement: Theoretical and methodological directions for project scholarship	8
Examining owners’ and contractors’ motivations to participate in collaborative risk management of mega infrastructure projects	8
Public project success? Measuring the nuances of success through ex post evaluation	8
Editorial Board	8
Does project management matter? The relationship between project management effort, complexity, and profitability	8
Using nudges to realize project performance management	8
Navigating multiple contexts to integrate system transformation programs	8
Editorial Board	8
Organizing coopetitive tensions: Collaborative consumption in project ecologies	8
Facilitating and improving learning in projects: Evidence from a lean approach	8
Organisation design in megaprojects: A systematic literature review and research agenda	8
The interplay of formal integrative mechanisms and relational norms in project collaboration	8
Owners managing the commercial interface on complex projects: A pluralistic theoretical perspective	8
Multi-level perspective framework in macro project studies: Towards a complex project organizing approach to sustainability transitions	7
Empowering future leaders: The interplay between shared leadership in projects and leadership development of project professionals	7
IJPM invites special paper collections proposals 2026	7
Editorial Board	7
Grandstanding? The elusive process of shaping megaproject symbolism	7
Dynamics of couplings and their implications in inter-organizational multi-actor research and innovation projects	7
How partners’ knowledge base and complexity are related to innovative project success: The roles of trust and trust capability of partners	7
Kahneman's legacy in project management: Improving decision-making and performance	7
How projects co-create value with stakeholders: The role of ideology and inquiry in spanning the temporary-permanent boundary	7
Editorial Board	7
Evolution of project studies through the lens of engaged scholarship: A longitudinal bibliometric analysis	7