International Journal of Managing Projects in Business

Papers
(The TQCC of International Journal of Managing Projects in Business is 7. 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 2021-07-01 to 2025-07-01.)
ArticleCitations
Challenges of scaling agile in large enterprises and implications for project management61
Impact of using project management tools and techniques on project and firm performance32
Praxis of knowledge-management and trust-based collaborative relationships in project delivery: mediating role of a project facilitator26
How does leader's knowledge hiding kill innovative work behavior26
Toward an enhanced methodology to mitigate challenges of applying participatory action research in managing innovation projects25
How good governance leads to better project performance through improved decision-making21
Impact of the Coronavirus disease 2019 and the post-pandemic construction sector (Pakistan)21
Project governance: the impact of environmental changes on governance adaptations in large-scale projects21
Results from a ten-year longitudinal study of Norwegian construction industry performance19
Embracing paradox and contingency: integration mechanisms for ambidextrous innovation portfolio management19
The impact of authentic leadership on project success: the mediating effect of organizational learning and innovation18
An institutional theory perspective on the role of project management associations for projectification of society: the case of Germany18
Improved reliability in planning large-scale infrastructure project delivery through Alliancing18
Healthcare ecosystem integrated project management oriented to the patient journey: a systematic literature review17
The power of many: analyzing the impact of shared leadership on project teams17
A categorisation of dialectics in response to project uncertainty15
Exploring the impact of absorptive capacity to navigate the challenges of uncertainty in digitalization projects15
Knowledge creation in projects: an interactive research approach for deeper business insight13
System dynamics approach of knowledge transfer from projects to the project-based organization13
Social value creation in major science research facilities: implications for construction project proposals and benefits management13
Using simulations in project management education – impact on awareness and ability to navigate projects in a sustainable way12
An exploratory investigation of performance criteria in managing and controlling new product development projects: Canadian SMEs' perspectives11
Achieving project performance goals in extreme resource-constrained environments: the role of bricolage in social enterprise projects11
Managing stakeholder attributes for risk mitigation: evidence from construction project contractors11
Control of project data and team satisfaction as results of PMO effort in new product development projects11
Revealing contribution mechanisms of project managers' technical competencies toward success in oil and gas projects11
Structuring concrete boundary objects for project-to-project learning: a state-of-practice review11
Understanding project cost contingency estimation: a holistic risk perspective11
Knowledge management enablers and barriers: exploring the moderating effect of communication barriers10
Configurations for high outsourcing performance in construction projects: an integrated perspective of transaction costs and capabilities10
Conflicting or co-existing logics – doing action research within the framework of a project in a university10
The effects of big data analytics capabilities on agile software development practices and project performance: a dynamic capabilities view perspective10
Exploring the resource manager role in a project-based organization10
Methodological considerations in collaborative processes: a case of ethnographic action research9
Integrating and transitioning the project front-end and project initiation phases in South African electrical engineering industrial projects8
Towards a comprehensive framework to support project studies in the context of university research centres: a design science research8
Prioritizing risks with composition of probabilistic preferences and weighting of FMEA criteria for fast decision-making in complex scenarios8
Impact of client vendor communication on client satisfaction in information system based projects8
Local community engagement as a practice: an investigation of local community engagement issues and their impact on transport megaprojects' social value8
Book review: Research handbook on the governance of projects8
An evaluation of the adaptive performance of architects in project teams in Ghana using fuzzy approach8
Project stakeholder engagement through gamification: what do we know and where do we go from here?8
Analysis of front end dynamic in the value co-creation with multiple stakeholders8
Developing a sustainable career through discourse: a qualitative study on a group of Italian project managers7
Assessment of early warning signs in hospital projects' front-end phase7
Principle-based decision-making: realising benefits in a scaled agile environment7
Defining integration capability dimensions and creating a corresponding self-assessment model for inter-organizational projects7
The effects of internal stickiness on the success of projects7
Developing project-based supplier relations in a programmatic multi-project context: an exemplary case study from the construction industry7
Knowledge loss and retention in interorganizational projects: evidence from public transportation projects from Pakistan7
Governance distance and the performance of cross-border private participation infrastructure projects7
Traditional to sustainable risk management in the construction industry: a systematic literature review7
A clash of clans: an empirical study of conflicting institutional logics and their impact on megaproject collaboration7
Influence of the project managers' expertise and experience in the success of projects: the moderating effect of emotional intelligence7
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