International Journal of Project Management

Papers
(The TQCC of International Journal of Project Management is 16. 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 2020-05-01 to 2024-05-01.)
ArticleCitations
Agile practices and performance: Examining the role of psychological empowerment82
Publishing quantitative papers with rigor and transparency80
Shared leadership and project success: The roles of knowledge sharing, cohesion and trust in the team79
Management of project portfolios: Relationships of project portfolios with their contexts74
Individual, project and organizational learning flows within a global project-based organization: exploring what, how and who62
Collaboration and opportunism in megaproject alliance contracts: The interplay between governance, trust and culture49
Exploring variety in factors that stimulate project managers to address sustainability issues47
The “re-meaning” of project success: Updating and recalibrating for a modern project management45
Project team resilience: The effect of group potency and interpersonal trust45
Coping with uncertainty: Knowledge sharing in new product development projects44
The organisational architecture of megaprojects43
Trust in megaprojects: A comprehensive literature review of research trends41
Exploring the enabling effects of project management for SMEs in adopting open innovation – A framework for partner search and selection in open innovation projects41
Project portfolio management information systems’ positive influence on performance – the importance of process maturity41
Configurations of project management practices to enhance the performance of open innovation R&D projects40
Benefits management in university-industry collaboration programs38
What about the people? Micro-foundations of open innovation in megaprojects37
Cross-learning between project management and international development: Analysis and research agenda37
Towards a ‘New Project Management’ movement? An international development perspective36
The integration of social capital and knowledge management – The key challenge for international development and cooperation projects of nonprofit organizations36
Designing case study research35
Issues and challenges impacting the successful management of agile-hybrid projects: A grounded theory approach34
Studying Projects Processually34
Mapping the knowledge domain of stakeholder perspective studies in construction projects: A bibliometric approach33
Exploring the critical nexus between authoritarian leadership, project team member's silence and multi-dimensional success in a state-owned mega construction project32
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects31
Crowdsourcing as a service – from pilot projects to sustainable innovation routines31
Institutional projects and contradictory logics: Responding to complexity in institutional field change31
Relationship quality in construction projects: A subcontractor perspective of principal contractor relationships31
The institutional shaping of global megaprojects: The case of the Lyon-Turin high-speed railway29
Resilience and creative problem-solving capacities in project teams: A relational view29
Governing behavioral integration of top management team in megaprojects: A social capital perspective29
Identifying the antecedents of megaproject crises in China29
Structuring inter-organizational R&D projects: Towards a better understanding of the project architecture as an interplay between activity coordination and knowledge integration28
Emerging strategy recognition in agile portfolios28
Does project management matter? The relationship between project management effort, complexity, and profitability27
The institutional drivers of social procurement implementation in Australian construction projects27
Similar but different? The influence of job satisfaction, organizational commitment and person-job fit on individual performance in the continuum between permanent and temporary organizations26
Organizational practices that enable and disable knowledge transfer: The case of a public sector project-based organization25
The effect of commitment differentiation on integrated project delivery team dynamics: The critical roles of goal alignment, communication behaviors, and decision quality25
Rethinking project governance: Incorporating contextual and practice-based views25
Making sense of a governance framework for megaprojects: The challenge of finding equilibrium24
A psychological contract perspective of vertical and distributed leadership in project-based organizations24
Project manager's emotional intelligence and project performance: The mediating role of project commitment23
‘Filling the mattress’: Trust development in the governance of infrastructure megaprojects23
Organisational capabilities and project organising research23
Organisational routines in multi-project contexts: Coordinating in an urban development project ecology23
The mediating effects of cognitive conflict and affective conflict on the relationship between new product development task uncertainty and performance23
Narrative interactions: How project-based firms respond to Government narratives of innovation22
Trajectories towards balancing value creation and capture: Resolution paths and tension loops in open innovation projects22
The role of decision makers’ use of visualizations in project portfolio decision making22
The role of task conflict in cooperative innovation projects: An organizational learning theory perspective22
Balancing knowledge sharing with protecting: The efficacy of formal control in open innovation projects22
Success Management – From theory to practice21
Labyrinth of labels: Narrative constructions of promoters and protesters in megaprojects21
A person-environment-fit-model for temporary organizations - Antecedents for temporary working settings21
The multiplicity of value in the front-end of projects: The case of London transportation infrastructure21
Psychological distress and project success: The moderating role of employees’ resilience and mindfulness20
Practices of isolation: The shaping of project autonomy in innovation projects20
Managing project sustainability in the extractive industries: Towards a reciprocity framework for community engagement19
Working time in multi-project settings: How project workers manage work overload19
Types and functions of special purpose vehicles in infrastructure megaprojects19
Very important, yet very neglected: Where do local communities stand when examining social sustainability in major construction projects?19
The recursive interaction of institutional fields and managerial legitimation in large-scale projects19
Reporting case studies for making an impact19
The grand challenge: Effective anti-corruption measures in projects19
Benefits realisation in an agile environment18
Asymmetric legitimacy perception across megaproject stakeholders: The case of the Fehmarnbelt Fixed Link18
Organising for infrastructure development programmes: Governing internal logic multiplicity across organisational spaces18
A Meta-theoretical framework for theory building in project management18
Tensions in governing megaprojects: How different types of ties shape project relationship quality?17
The impact of a challenging work environment: Do job stressors benefit citizenship behavior of project managers?17
From open innovation projects to open innovation project management capabilities: A process-based approach17
Tackling grand challenges with projects: Five insights and a research agenda for project management theory and practice17
Organizing for knowledge creation in a strategic interorganizational innovation project17
Multi-project management in inter-organizational contexts17
The dynamics of repairing multi-project control practice: a project governance viewpoint17
Unveiling complex relational behavior in megaprojects: A qualitative-quantitative network approach17
A ‘stranger’ in the making of strategy: A process perspective of project portfolio management in a pharmaceutical firm16
Playing chess or playing poker? Assessment of uncertainty propagation in open innovation projects16
Mitigating the negative performance effect of project complexity through an informal mechanism: The conditional mediating role of knowledge hiding16
0.031007051467896