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 2021-04-01 to 2025-04-01.)

Article	Citations
Editorial Board	130
Casting a long shadow: On the death and abiding influence of Daniel Kahneman in shaping project management theory and practice	117
Editorial Board	106
Managing large-scale projects: Unpacking the role of project memory	69
The multiplicity of value in the front-end of projects: The case of London transportation infrastructure	60
Making shared leadership work: The importance of trust in project-based organisations	59
Performance measurement methods in megaprojects: An analytical review	54
Editorial Board	53
researcher_academy_210x280	53
Editorial Board	49
Project, program and portfolio management as modes of organizing: Theorising at the intersection between mergers and acquisitions and project studies	47
Moving goals and governance in megaprojects	47
Navigating among islands of certainty: Coordinating as communicative practices of temporary organizations experiencing crisis	45
Coevolution of relationship networks and resistance behaviors for building information modeling implementation in construction projects	44
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China	42
Introduction–A special section in honor of Peter Morris	42
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies	42
Enacting project resilience: Insights from Uruguayan air force flight 571′s crash in the Andes	41
The role of mindfulness in the management of projects: Potential opportunities in research and practice	40
Forty years of organizational behaviour research in project management	38
Turning narratives into collective action through projects	37
Balancing on a tightrope: Coping with concurrent institutional logics in project business	37
The impact of multiple project team membership on individual and team learning: A micro-meso multi-level empirical study	37
A pragmatist perspective on front-end project organizing: The case of refurbishment of the Palace of Westminster	36
Agency relationships of project-based firms	35

International technology transfer through projects: A social construction of technology perspective	34
Empowering project team to perform: Directive and facilitative antecedents	34
Organising for infrastructure development programmes: Governing internal logic multiplicity across organisational spaces	32
Change in a project-based organization: The mutual shaping of institutional logics and change programs	32
Understanding project resilience: Designed, cultivated or emergent?	32
How do institutional pressures moderate the impacts of relational governance on the performance of international projects? An empirical assessment	32
Struggling with strategizing in public client organisations: Managing strategic projects in inter-organisational contexts	32
Managerial agency (re)producing project governance structure and context: Public-private partnerships in the Netherlands	31
The Megaproject-based Firm: Building programme management capability to deliver megaprojects	31
Unraveling local relationship patterns in project networks: A network motif approach	31
Naturalistic decision making and decision drivers in the front end of complex projects	30
Design science research and the co-creation of project management knowledge	30
The stress-inducing potential of inclusive leadership: Does resilience help?	30
Corrigendum to “The “re-meaning” of project success: Updating and recalibrating for a modern project management” [International Journal of Project Management, 40(7), 835-848]	30
Benefits realisation in an agile environment	29
Managing divestments as projects: Benefits of stakeholder orientation	28
Performance measurement in project management	28
Coming to terms with project success: Current perspectives and future challenges	28
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms	28
The politics of the self: A parmenidean/existentialist perspective of the project leader	27
Unveiling complex relational behavior in megaprojects: A qualitative-quantitative network approach	27
Asking the right questions: The role of reflection for learning in and between projects	26
Effect of social identification on ego depletion of project managers: The role of project tasks and project complexity	26
Paid ad - A4_awards_Belgrade_print	26
Cracking the megaproject puzzle: A stakeholder perspective?	26
Celebrating the power of projects and their management	26
What does it take to kill a megaproject? The reverse escalation of commitment	26
atlas_research_210x280	26
Editorial Board	26
Editorial Board	25
Editorial Board	25
Project governance interface and owner organizational identity: The Venice Biennale case	24
Editorial Board	23
Performance measurement in new product development projects: findings from successful small and medium enterprises	22
Shared and fragmented understandings in interorganizational IT project teams: An interpretive case study	22
Is this How Big Things Get Done?	22
HOLEY MOLEY, the poppycock syndrome, and academic drift	22
Will the past guide us? Towards more reflective research on projects	22
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end	22
Construction project management fiction: Individual values	21
Editorial Board	21
Measuring sense of place in project environments to promote positive mental wellbeing	21
Strategic responses to external stakeholder influences	19
Neither a descriptive narrative of the past nor an un-reflexive account of its production should guide us	19
Organizing for knowledge creation in a strategic interorganizational innovation project	19
Cross-national collaboration in strategic transport projects: The impact on benefits realization	19
Acquisitions as programs: The role of sensemaking and sensegiving	19
The performance effects of optimistic and pessimistic project status reporting behavior	19
Editorial Board	19
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives	19

The project is dead. Long live the project	19
In favor or against: The influence of skeptical stakeholders in urban innovation projects for green transformation	18
A socio-cognitive approach to leading a learning project team: A proposed model and scale development	18
Stakeholder perceptions of uncertainty matter in megaprojects: The Flemish A102 infrastructure project	18
Microfoundations of project portfolio regulation in joint university-industry laboratories	17
Exploring the patterns of convergence and divergence in the development of major infrastructure projects	17
Adopting active or passive leadership in project-based organizations? The role of inclusive leadership in remote work environment	17