International Journal of Project Management

Papers
(The H4-Index of International Journal of Project Management is 29. 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 2020-04-01 to 2024-04-01.)
ArticleCitations
The factors influencing the success of on-going agile software development projects102
Publishing quantitative papers with rigor and transparency80
Agile practices and performance: Examining the role of psychological empowerment78
Shared leadership and project success: The roles of knowledge sharing, cohesion and trust in the team75
Management of project portfolios: Relationships of project portfolios with their contexts69
Individual, project and organizational learning flows within a global project-based organization: exploring what, how and who62
Collaboration and opportunism in megaproject alliance contracts: The interplay between governance, trust and culture47
Coping with uncertainty: Knowledge sharing in new product development projects44
Exploring variety in factors that stimulate project managers to address sustainability issues43
The organisational architecture of megaprojects42
Project team resilience: The effect of group potency and interpersonal trust41
Exploring the enabling effects of project management for SMEs in adopting open innovation – A framework for partner search and selection in open innovation projects41
The “re-meaning” of project success: Updating and recalibrating for a modern project management41
Project portfolio management information systems’ positive influence on performance – the importance of process maturity40
Configurations of project management practices to enhance the performance of open innovation R&D projects39
Trust in megaprojects: A comprehensive literature review of research trends39
Cross-learning between project management and international development: Analysis and research agenda37
The integration of social capital and knowledge management – The key challenge for international development and cooperation projects of nonprofit organizations36
Impacts of risk allocation on conflict negotiation costs in construction projects: Does managerial control matter?36
Benefits management in university-industry collaboration programs35
Towards a ‘New Project Management’ movement? An international development perspective35
What about the people? Micro-foundations of open innovation in megaprojects35
Designing case study research34
Owner challenges on major projects: The case of UK government34
Issues and challenges impacting the successful management of agile-hybrid projects: A grounded theory approach32
Mapping the knowledge domain of stakeholder perspective studies in construction projects: A bibliometric approach32
Exploring the critical nexus between authoritarian leadership, project team member's silence and multi-dimensional success in a state-owned mega construction project31
Studying Projects Processually31
Crowdsourcing as a service – from pilot projects to sustainable innovation routines30
Institutional projects and contradictory logics: Responding to complexity in institutional field change29
Relationship quality in construction projects: A subcontractor perspective of principal contractor relationships29
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects29
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