International Journal of Managing Projects in Business

Papers
(The TQCC of International Journal of Managing Projects in Business is 6. 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.)
ArticleCitations
Praxis of knowledge-management and trust-based collaborative relationships in project delivery: mediating role of a project facilitator54
Project-based group work for enhancing students learning in project management education: an action research28
Impact of using project management tools and techniques on project and firm performance23
Passionate projects: practitioner reflections on emotion management22
How do projects decouple from coercive pressures? A study of decoupling in construction projects20
Toward an enhanced methodology to mitigate challenges of applying participatory action research in managing innovation projects20
Dealing with uncertainties in the design phase of road projects17
Local community's engagement and enactment of social value from hydropower infrastructure16
IT-enabled management of project complexity – An Action Design Research project16
Challenges of scaling agile in large enterprises and implications for project management16
An evaluation of the adaptive performance of architects in project teams in Ghana using fuzzy approach15
Methodological considerations in collaborative processes: a case of ethnographic action research15
Infrastructure and health: the salutogenic approach, interdisciplinarity and new challenges for planning and design14
Integrating and transitioning the project front-end and project initiation phases in South African electrical engineering industrial projects14
Use of leader–member exchange theory to promote the project governance of construction project contractors14
Contribution of person-team fit parameters to teamwork effectiveness in construction project teams14
How does leader's knowledge hiding kill innovative work behavior13
Local community engagement as a practice: an investigation of local community engagement issues and their impact on transport megaprojects' social value13
Book review: Socioeconomic evaluation of megaprojects: dealing with uncertainties13
Do nothing, do minimum or do something? Why public project appraisals “always” recommend large projects13
Let the people decide! Citizen engagement and enfranchisement in the front end of urban development projects12
Combined strategy of trust repair in construction project organizations: an exploratory study in Chinese management scenario12
Linking complexity factors and project management approaches to performance: an embedded single case study of IT-enabled change projects in Australia12
Enhancing the quality of project management through action research11
Balancing between stability and change in Agile teams11
Resilience of operating models: exploring the potential of agile project management as enabler10
Using action research in innovation project management: building legitimacy and organizational learning in an SME during a merger process10
The dark side of projectification: a systematic literature review and research agenda on the negative aspects of project work and their consequences for individual project workers9
Guest editorial: Rethinking infrastructure projects for the new normal9
Assessment of the causes and effects of design deficiencies for large construction projects using social network analysis9
Learning from interorganizational projects9
Analysis of front end dynamic in the value co-creation with multiple stakeholders9
Defining integration capability dimensions and creating a corresponding self-assessment model for inter-organizational projects9
Book review: Research handbook on the governance of projects8
Stemming the tide: linking AI technology with workers retention8
Prioritizing risks with composition of probabilistic preferences and weighting of FMEA criteria for fast decision-making in complex scenarios8
Despotic leadership and IT project efficiency: the role of resilience8
Embracing paradox and contingency: integration mechanisms for ambidextrous innovation portfolio management8
Projectified collaboration between nonprofit organizations and public organizations8
Action design research: integration of method support7
The impact of authentic leadership on project success: the mediating effect of organizational learning and innovation6
Agile project portfolio management as a strategic enabler in the Brazilian marketplace: five case studies and one substantive theory6
Shared mental models in multi-team systems: improving enterprise system implementation6
Making sense of project governance and its role in strategy implementation: a governance-as-practice perspective6
An institutional theory perspective on the role of project management associations for projectification of society: the case of Germany6
External quality assurance of cost estimates in major public projects: empirical evidence on cost performance6
Institutionalisation of sustainability in Indian megaprojects: an organisational field-based approach6
Project stakeholder engagement through gamification: what do we know and where do we go from here?6
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