OOIR: Observatory of International Research

Papers

(The TQCC of International Journal of Project Management is 17. 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.)

Article	Citations
Performance measurement methods in megaprojects: An analytical review	162
Forty years of organizational behaviour research in project management	80
Benefits realisation in an agile environment	73
An ecosystem perspective of programme commercial strategy: the case of railway infrastructure renewal in Denmark from 1991–2024	67
The role of mindfulness in the management of projects: Potential opportunities in research and practice	63
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies	58
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms	50
Editorial Board	49
Editorial Board	48
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects	47
Digital pathways in project communication: A process study of community engagement	46
Projecting for sustainability transitions: Contrasting two types of project-oriented agency	46
From accidental project manager to intentional project leader: A reset whose time has come	46
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end	45
Asking the right questions: The role of reflection for learning in and between projects	44
Enhancing sensing capabilities in project-based organizations: the role of knowledge transfer between commercial and operational teams	43
Projecting for sustainability transitions	42
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation	41
Examining the transition to agile practices with information technology projects: Agile teams and their experience of accountability	41
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects	39
Editorial Board	38
Conceptualizing semi-temporary project networks through actor roles in smart city innovation	37
Knowledge governance mechanisms and regulatory focus effects on online collective knowledge sharing in project teams	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

Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy	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	33
On cost, over time: How Scandinavian transport infrastructure challenges conventional understanding of project delivery performance	33
Editorial Board	32
Unpacking technical-political interweaving and the dual role of information technology in project collaboration	32
Does entrepreneurial project monitoring and controlling process matter in social enterprises? Evidence from a developing African country	31
Measuring project team performance: A review and conceptualization	31
How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital	31
Orchestrated reciprocity over equilibrium: How relational behavior and task conflict configure pathways to relationship quality in inter-organizational projects	29
The first impression counts: The essentials of writing a convincing introduction	29
The human factor in agility: Exploring employee dedication in agile project organizations	29
Editorial Board	29
Narratives and counter-narratives in sustainability transitions: A study on the Port of Rotterdam from a multi-level perspective	28
Avoiding the inflection point: Project management theory and research after 40 years	27
Considering alternatives to megaprojects for a sustainable future with degrowth principles	27
Call for papers: Digitalisation of and by projects: A sociotechnical perspective on the consequences for project work	27
Value exchanges within stakeholder networks throughout a megaproject's lifecycle	26
Tied islands: The role of organizational members in knowledge transfer across strategic projects	26
When project outcomes matter: Organizational integration in managing long-term target benefits	26
Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments	25
Editorial Board	25
Editorial Board	25
Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes	25
Client management in the project domain: towards conceptual integration using cross-disciplinary research	25
Call for papers: The transformational role of philosophy in project management	24
Multi-project management in inter-organizational contexts	24
Modeling strategic alignment in project networks	23
Power in news media: Framing strategies and effects in infrastructure projects	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	23
Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem	23
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China	22
Editorial Board	22
Introduction–A special section in honor of Peter Morris	22
Change in a project-based organization: The mutual shaping of institutional logics and change programs	22
Behavioral barriers to sustainable action in project management and how to overcome them	22
Ethical performance of construction project management team: Development and validation of a multidimensional measure	22
From outputs to outcomes: Meeting a threshold of short-term project management success as a necessary condition for achieving long-term impact	21
The performance effects of optimistic and pessimistic project status reporting behavior	21
The project is dead. Long live the project	20
Projecting for circularity in sustainability transitions: The case of wind turbines	20
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives	20
Editorial Board	20
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
Broadening project studies to address sustainability transitions: Conceptual suggestions and crossovers with socio-technical transitions research	19
What Peter Morris's books meant to me: An Amarcord	19
Acquisitions as programs: The role of sensemaking and sensegiving	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

Integration of an exploration program with its parent organization: A lifecycle perspective	18
A project-as-practice perspective on helping behavior and reciprocity in an inter-organizational project	18
Editorial Board	17
How entrepreneurial orientation influences project portfolio success: The roles of ideation portfolio management and firm size	17
Impacts of knowledge expectations on recipients’ continuous cross-project learning intention	17
Complements or substitutes? Recipes of contract design, contract enforcement, and trust for enhanced project performance	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