Project Management Journal

Papers
(The TQCC of Project Management Journal is 10. 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
Explanation Plus Prediction—The Logical Focus of Project Management Research65
Agile, Traditional, and Hybrid Approaches to Project Success: Is Hybrid a Poor Second Choice?55
Top Ten Behavioral Biases in Project Management: An Overview50
How Servant Leadership Drives Project Team Performance Through Collaborative Culture and Knowledge Sharing31
The Management of Values in Project Business: Adjusting Beliefs to Transform Project Practices and Outcomes31
Conflicting Notions of a Project: The Battle Between Albert O. Hirschman and Bent Flyvbjerg28
The Effects of Megaproject Social Responsibility on Participating Organizations26
Transition and Temporalities: Spanning Temporal Boundaries as Projects End and Operations Begin24
Investigating the “Socio” in Socio-Technical Development: The Case for Psychological Safety in Agile Information Systems Development23
Reframing Systems Integration: A Process Perspective on Projects23
Collective Mindfulness: The Key to Organizational Resilience in Megaprojects22
Advancing Theory and Debate in Project Studies22
Project Narratives That Potentially Perform and Change the Future22
How Does Governance Influence Decision Making on Projects and in Project-Based Organizations?21
Why Do Business Organizations Participate in Projects? Toward a Typology of Project Value Domains21
Digital Technologies in Built Environment Projects: Review and Future Directions21
The Role and Characteristics of Hybrid Approaches to Project Management in the Development of Technology-Based Products and Services21
The Paradoxical Profession: Project Management and the Contradictory Nature of Sustainable Project Objectives20
Opening the Black Box of Benefits Management in the Context of Projects20
Knowledge-Oriented Leadership, Team Cohesion, and Project Success: A Conditional Mechanism19
The Mediating Role of Project Citizenship Behavior in the Relationship Between Organizational Justice Dimensions and Project Success19
Exploring Decision-Making Complexity in Major Infrastructure Projects: A Case Study From China18
Crises and Coping Strategies in Megaprojects: The Case of the Islamabad–Rawalpindi Metro Bus Project in Pakistan18
An Exploratory Configurational Analysis of Knowledge Hiding Antecedents in Project Teams17
Governing Collaborative Project Delivery as a Common-Pool Resource Scenario17
The Dark Side of Environmental Sustainability in Projects: Unraveling Greenwashing Behaviors17
Teams and Project Performance: An Ability, Motivation, and Opportunity Approach17
Bright and Dark Spots in Project Studies: Continuing Efforts to Advance Theory Development and Debate17
The Challenges of Implementing Temporal Shifts in Temporary Organizations: Implications of a Situated Temporal View16
Reference Class Forecasting and Machine Learning for Improved Offshore Oil and Gas Megaproject Planning: Methods and Application15
Befriending Aliens: Institutional Complexity and Organizational Responses in Infrastructure Public–Private Partnerships15
We Are Projects: Narrative Capital and Meaning Making in Projects14
Blockchain Technology for Projects: A Multicriteria Decision Matrix14
The COVID-19 Pandemic and Project Management Research14
Impact of Risk Attitude on Risk, Opportunity, and Performance Assessment of Construction Projects14
A Pragmatist Approach to Complexity Theorizing in Project Studies: Orders and Levels13
Servant Leadership and Project Success: Unleashing the Missing Links of Work Engagement, Project Work Withdrawal, and Project Identification13
Re-Creating Organizational Routines to Transition Through the Project Life Cycle: A Case Study of the Reconstruction of London’s Bank Underground Station13
The Dark Side of Projects: Uncovering Slavery, Corruption, Criminal Organizations, and Other Uncomfortable Topics12
The Changes in Team Cognition and Cognitive Artifact Use During Agile Software Development Project Management12
Project Transitions—Navigating Across Strategy, Delivery, Use, and Decommissioning12
Mobilizing Megaproject Narratives for External Stakeholders: A Study of Narrative Instruments and Processes11
Data Analytics and Artificial Intelligence in the Complex Environment of Megaprojects: Implications for Practitioners and Project Organizing Theory11
Explorative Learning in Infrastructure Development Megaprojects: The Case of the Hong Kong-Zhuhai-Macao Bridge11
The Expectations of Project Managers from Artificial Intelligence: A Delphi Study11
Vanguard Projects as Intermediation Spaces in Sustainability Transitions11
In Praise of Paradox Persistence: Evidence from the Sydney Opera House Project11
Studying the Management of Project Networks: From Structures to Practices?10
Effects of Project Leader Workplace Anxiety on Project Team Member Organizational Citizenship Behavior: A Moderated Mediation Model10
Proactively Monitoring Large Project Portfolios10
The Dark Side of Projects: Dimensionality, Research Methods, and Agenda10
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