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 2021-08-01 to 2025-08-01.)

Article	Citations
Performance measurement methods in megaprojects: An analytical review	126
The role of mindfulness in the management of projects: Potential opportunities in research and practice	79
Forty years of organizational behaviour research in project management	58
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies	56
Agency relationships of project-based firms	56
Benefits realisation in an agile environment	56
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms	48
Unveiling complex relational behavior in megaprojects: A qualitative-quantitative network approach	48
Asking the right questions: The role of reflection for learning in and between projects	46
Editorial Board	46
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation	45
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects	44
Projecting for sustainability transitions: Contrasting two types of project-oriented agency	43
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects	41
Projecting for sustainability transitions	41
Enhancing sensing capabilities in project-based organizations: the role of knowledge transfer between commercial and operational teams	41
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end	40
Examining the transition to agile practices with information technology projects: Agile teams and their experience of accountability	39
Editorial Board	38
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
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
Knowledge governance mechanisms and regulatory focus effects on online collective knowledge sharing in project teams	35
The “re-meaning” of project success: Updating and recalibrating for a modern project management	34

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

Risk factor prioritization in infrastructure handover to operations	17
Impacts of knowledge expectations on recipients’ continuous cross-project learning intention	17