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 2021-06-01 to 2025-06-01.)

Article	Citations
Forty years of organizational behaviour research in project management	142
Benefits realisation in an agile environment	117
Performance measurement methods in megaprojects: An analytical review	74
Unveiling complex relational behavior in megaprojects: A qualitative-quantitative network approach	56
Agency relationships of project-based firms	55
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms	54
The role of mindfulness in the management of projects: Potential opportunities in research and practice	53
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies	50
Editorial Board	49
Editorial Board	49
Resilience and creative problem-solving capacities in project teams: A relational view	46
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end	45
Projecting for sustainability transitions	43
Asking the right questions: The role of reflection for learning in and between projects	43
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects	43
Sustainability Transitions: Contrasting Two Types of Project-Oriented Agency	42
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects	40
Examining the transition to agile practices with information technology projects: Agile teams and their experience of accountability	39
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation	39
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy	38
The co-creation of value by public and private actors in the front end of urban development projects	37
Editorial Board	37
The “re-meaning” of project success: Updating and recalibrating for a modern project management	34
Editorial Board	34
Aligning stakeholders perceptions of project performance: The contribution of Business Realisation Management	34

A process–oriented framework to measure development performance and success of megaprojects	34
Enabling projects for strategic implementation: Role of designated project manager in CEO-TMT interface during project front-end investment decisions	33
The human factor in agility: Exploring employee dedication in agile project organizations	32
Measuring project team performance: A review and conceptualization	32
Does entrepreneurial project monitoring and controlling process matter in social enterprises? Evidence from a developing African country	32
The first impression counts: The essentials of writing a convincing introduction	31
Editorial Board	31
How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital	31
Tied islands: The role of organizational members in knowledge transfer across strategic projects	30
Avoiding the inflection point: Project management theory and research after 40 years	30
Considering alternatives to megaprojects for a sustainable future with degrowth principles	30
Value exchanges within stakeholder networks throughout a megaproject's lifecycle	29
Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes	28
When project outcomes matter: Organizational integration in managing long-term target benefits	28
Studying Projects Processually	28
The dynamics of systems integration: Balancing stability and change on London's Crossrail project	27
Modeling strategic alignment in project networks	27
Multi-project management in inter-organizational contexts	27
Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem	26
Are project-based organizations willing to learn compliance lessons from sanctioned organizations close to them? The moderating effect of knowledge base compatibility and strength of the event	25
Power in news media: Framing strategies and effects in infrastructure projects	25
Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments	25
Issues and challenges impacting the successful management of agile-hybrid projects: A grounded theory approach	25
Change in a project-based organization: The mutual shaping of institutional logics and change programs	24
Introduction–A special section in honor of Peter Morris	24
Editorial Board	23
Editorial Board	23
Acquisitions as programs: The role of sensemaking and sensegiving	23
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China	23
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives	22
The performance effects of optimistic and pessimistic project status reporting behavior	22
Broadening project studies to address sustainability transitions: Conceptual suggestions and crossovers with socio-technical transitions research	22
The project is dead. Long live the project	22
Engaging the organizational field: The case of project practices in a construction firm to contribute to an emerging economy	21
A project-as-practice perspective on helping behavior and reciprocity in an inter-organizational project	21
Integration of an exploration program with its parent organization: A lifecycle perspective	21
Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects	20
Temporal structuring in project organizing: A narrative perspective	20
Editorial Board	20
What Peter Morris's books meant to me: An Amarcord	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	20
Project team resilience: The effect of group potency and interpersonal trust	20
How Entrepreneurial Orientation Influences Project Portfolio Success: The Roles of Ideation Portfolio Management and Firm Size	20
Projects as drivers of sustainability: How the adoption of the reuse principle affects the front-end of a construction project	19
Antecedents to bounce forward: A case study tracing the resilience of inter-organisational projects in the face of disruptions	19
Risk factor prioritization in infrastructure handover to operations	19
Enriching the concept of authentic leadership in project-based organisations through the lens of life-stories and self-identities	19
Success Management – From theory to practice	18
Editorial Board	18
Complements or substitutes? Recipes of contract design, contract enforcement, and trust for enhanced project performance	18

Impacts of knowledge expectations on recipients’ continuous cross-project learning intention	18
Field-configuring projects: How projects shape the public reflection of electric mobility in Germany	17
Toward a systematic understanding of megaproject improvisation	17
Editorial Board	17
Surfacing and responding paradoxes in megascale projects	17
Formation of inter-project ties from the sender–recipient perspective: Roles of task interdependence and functional interdependence	17