International Journal of Project Management

Article	Citations
Performance measurement methods in megaprojects: An analytical review	134
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms	59
The role of mindfulness in the management of projects: Potential opportunities in research and practice	59
Forty years of organizational behaviour research in project management	58
Agency relationships of project-based firms	57
Benefits realisation in an agile environment	50
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies	48
Unveiling complex relational behavior in megaprojects: A qualitative-quantitative network approach	47
Editorial Board	46
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation	45
Projecting for sustainability transitions	43
Asking the right questions: The role of reflection for learning in and between projects	43
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects	41
Projecting for sustainability transitions: Contrasting two types of project-oriented agency	40
Enhancing sensing capabilities in project-based organizations: the role of knowledge transfer between commercial and operational teams	40
Examining the transition to agile practices with information technology projects: Agile teams and their experience of accountability	40
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects	39
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end	39
Editorial Board	38
Editorial Board	36
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy	36
Knowledge governance mechanisms and regulatory focus effects on online collective knowledge sharing in project teams	35
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	33

The co-creation of value by public and private actors in the front end of urban development projects	33
Aligning stakeholders perceptions of project performance: The contribution of Business Realisation Management	33
Does entrepreneurial project monitoring and controlling process matter in social enterprises? Evidence from a developing African country	32
How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital	31
Editorial Board	31
Measuring project team performance: A review and conceptualization	31
The human factor in agility: Exploring employee dedication in agile project organizations	31
The first impression counts: The essentials of writing a convincing introduction	29
Value exchanges within stakeholder networks throughout a megaproject's lifecycle	29
Call for papers: Digitalisation of and by projects: A sociotechnical perspective on the consequences for project work	28
Avoiding the inflection point: Project management theory and research after 40 years	28
Tied islands: The role of organizational members in knowledge transfer across strategic projects	28
Considering alternatives to megaprojects for a sustainable future with degrowth principles	28
Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes	27
The dynamics of systems integration: Balancing stability and change on London's Crossrail project	27
Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments	26
Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem	26
When project outcomes matter: Organizational integration in managing long-term target benefits	25
Editorial Board	25
Modeling strategic alignment in project networks	25
Client management in the project domain: towards conceptual integration using cross-disciplinary research	25
Power in news media: Framing strategies and effects in infrastructure projects	24
Studying Projects Processually	24
Introduction–A special section in honor of Peter Morris	23
Multi-project management in inter-organizational contexts	23
Call for Papers: Towards Stronger Theorising of Temporary Organising	22
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China	22
Editorial Board	22
The performance effects of optimistic and pessimistic project status reporting behavior	21
Acquisitions as programs: The role of sensemaking and sensegiving	21
Change in a project-based organization: The mutual shaping of institutional logics and change programs	21
Behavioral barriers to sustainable action in project management and how to overcome them	21
Editorial Board	21
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives	21
Broadening project studies to address sustainability transitions: Conceptual suggestions and crossovers with socio-technical transitions research	20
The project is dead. Long live the project	20
Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects	19
A project-as-practice perspective on helping behavior and reciprocity in an inter-organizational project	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
Integration of an exploration program with its parent organization: A lifecycle perspective	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
What Peter Morris's books meant to me: An Amarcord	18
Impacts of knowledge expectations on recipients’ continuous cross-project learning intention	17
Success Management – From theory to practice	17
Antecedents to bounce forward: A case study tracing the resilience of inter-organisational projects in the face of disruptions	17
Enriching the concept of authentic leadership in project-based organisations through the lens of life-stories and self-identities	17
Risk factor prioritization in infrastructure handover to operations	17
Projects as drivers of sustainability: How the adoption of the reuse principle affects the front-end of a construction project	17

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

Evolution of project studies through the lens of engaged scholarship: A longitudinal bibliometric analysis

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