International Journal of Project Management

Article	Citations
The factors influencing the success of on-going agile software development projects	99
Publishing quantitative papers with rigor and transparency	76
Shared leadership and project success: The roles of knowledge sharing, cohesion and trust in the team	74
Agile practices and performance: Examining the role of psychological empowerment	73
Management of project portfolios: Relationships of project portfolios with their contexts	68
Individual, project and organizational learning flows within a global project-based organization: exploring what, how and who	58
Coping with uncertainty: Knowledge sharing in new product development projects	43
Collaboration and opportunism in megaproject alliance contracts: The interplay between governance, trust and culture	43
Exploring variety in factors that stimulate project managers to address sustainability issues	42
The organisational architecture of megaprojects	41
Exploring the enabling effects of project management for SMEs in adopting open innovation – A framework for partner search and selection in open innovation projects	41
Project team resilience: The effect of group potency and interpersonal trust	41
Project portfolio management information systems’ positive influence on performance – the importance of process maturity	39
Configurations of project management practices to enhance the performance of open innovation R&D projects	38
Trust in megaprojects: A comprehensive literature review of research trends	38
The “re-meaning” of project success: Updating and recalibrating for a modern project management	38
Cross-learning between project management and international development: Analysis and research agenda	36
Impacts of risk allocation on conflict negotiation costs in construction projects: Does managerial control matter?	35
Benefits management in university-industry collaboration programs	35
Towards a ‘New Project Management’ movement? An international development perspective	35
Owner challenges on major projects: The case of UK government	34
What about the people? Micro-foundations of open innovation in megaprojects	34
The integration of social capital and knowledge management – The key challenge for international development and cooperation projects of nonprofit organizations	34
Issues and challenges impacting the successful management of agile-hybrid projects: A grounded theory approach	31
Studying Projects Processually	30

Mapping the knowledge domain of stakeholder perspective studies in construction projects: A bibliometric approach	30
Designing case study research	29
Crowdsourcing as a service – from pilot projects to sustainable innovation routines	29
Exploring the critical nexus between authoritarian leadership, project team member's silence and multi-dimensional success in a state-owned mega construction project	29
Relationship quality in construction projects: A subcontractor perspective of principal contractor relationships	28
Institutional projects and contradictory logics: Responding to complexity in institutional field change	28
The institutional drivers of social procurement implementation in Australian construction projects	27
Identifying the antecedents of megaproject crises in China	27
The institutional shaping of global megaprojects: The case of the Lyon-Turin high-speed railway	27
Governing behavioral integration of top management team in megaprojects: A social capital perspective	27
Emerging strategy recognition in agile portfolios	26
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects	26
Resilience and creative problem-solving capacities in project teams: A relational view	25
Organizational practices that enable and disable knowledge transfer: The case of a public sector project-based organization	25
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	24
Structuring inter-organizational R&D projects: Towards a better understanding of the project architecture as an interplay between activity coordination and knowledge integration	24
Does project management matter? The relationship between project management effort, complexity, and profitability	23
Investigating perspective taking when infrastructure megaproject teams engage local communities: Navigating tensions and balancing perspectives	23
Organisational routines in multi-project contexts: Coordinating in an urban development project ecology	23
‘Filling the mattress’: Trust development in the governance of infrastructure megaprojects	23
The mediating effects of cognitive conflict and affective conflict on the relationship between new product development task uncertainty and performance	22
The effect of commitment differentiation on integrated project delivery team dynamics: The critical roles of goal alignment, communication behaviors, and decision quality	22
Narrative interactions: How project-based firms respond to Government narratives of innovation	22
Trajectories towards balancing value creation and capture: Resolution paths and tension loops in open innovation projects	21
Making sense of a governance framework for megaprojects: The challenge of finding equilibrium	21
Organisational capabilities and project organising research	21
The role of decision makers’ use of visualizations in project portfolio decision making	21
The role of task conflict in cooperative innovation projects: An organizational learning theory perspective	20
A person-environment-fit-model for temporary organizations - Antecedents for temporary working settings	20
Balancing knowledge sharing with protecting: The efficacy of formal control in open innovation projects	20
Types and functions of special purpose vehicles in infrastructure megaprojects	19
A psychological contract perspective of vertical and distributed leadership in project-based organizations	19
Labyrinth of labels: Narrative constructions of promoters and protesters in megaprojects	19
Project manager's emotional intelligence and project performance: The mediating role of project commitment	19
The multiplicity of value in the front-end of projects: The case of London transportation infrastructure	19
Managing project sustainability in the extractive industries: Towards a reciprocity framework for community engagement	18
Practices of isolation: The shaping of project autonomy in innovation projects	18
The recursive interaction of institutional fields and managerial legitimation in large-scale projects	18
Asymmetric legitimacy perception across megaproject stakeholders: The case of the Fehmarnbelt Fixed Link	18
Working time in multi-project settings: How project workers manage work overload	17
A Meta-theoretical framework for theory building in project management	17
The grand challenge: Effective anti-corruption measures in projects	17
Success Management – From theory to practice	17
From open innovation projects to open innovation project management capabilities: A process-based approach	17
Psychological distress and project success: The moderating role of employees’ resilience and mindfulness	17
Reporting case studies for making an impact	16
Organising for infrastructure development programmes: Governing internal logic multiplicity across organisational spaces	16
The dynamics of repairing multi-project control practice: a project governance viewpoint	16
Playing chess or playing poker? Assessment of uncertainty propagation in open innovation projects	16
Rethinking project governance: Incorporating contextual and practice-based views	16

Benefits realisation in an agile environment	16
A ‘stranger’ in the making of strategy: A process perspective of project portfolio management in a pharmaceutical firm	15
Very important, yet very neglected: Where do local communities stand when examining social sustainability in major construction projects?	15
Organizing for knowledge creation in a strategic interorganizational innovation project	15
Mechanisms for protecting returns on private investments in public infrastructure projects	15
Tensions in governing megaprojects: How different types of ties shape project relationship quality?	14
When project management meets international development, what can we learn?	14
Technological competence leveraging projects via intermediaries: Viable means to outbound open innovation and mediated capability building?	14
The impact of a challenging work environment: Do job stressors benefit citizenship behavior of project managers?	14
Examining the transition to agile practices with information technology projects: Agile teams and their experience of accountability	13
Meeting challenges with resilience – How innovation projects deal with adversity	13
Using nudges to realize project performance management	13
Exploring collaboration in hospital projects’ front-end phase	13
Project, program and portfolio management as modes of organizing: Theorising at the intersection between mergers and acquisitions and project studies	13
The effects of shared vision on value co-creation in megaprojects: A multigroup analysis between clients and main contractors	13
A process–oriented framework to measure development performance and success of megaprojects	13
What does it take to kill a megaproject? The reverse escalation of commitment	13
The impact of multiple project team membership on individual and team learning: A micro-meso multi-level empirical study	13
Tackling grand challenges with projects: Five insights and a research agenda for project management theory and practice	13
Mitigating the negative performance effect of project complexity through an informal mechanism: The conditional mediating role of knowledge hiding	13
Avoiding the inflection point: Project management theory and research after 40 years	12
Reprint of: From open innovation projects to open innovation project management capabilities: A process-based approach	12
Coming to terms with project success: Current perspectives and future challenges	12
Fair project governance: An organisational justice approach to project governance	12
Engaging the organizational field: The case of project practices in a construction firm to contribute to an emerging economy	12
The Megaproject-based Firm: Building programme management capability to deliver megaprojects	12
Stages in project managers’ careers: Learning and growth opportunities	12
Temporal structuring in project organizing: A narrative perspective	12
Unveiling complex relational behavior in megaprojects: A qualitative-quantitative network approach	12
How performance measurement can support achieving success in project-based operations	11
Cracking the megaproject puzzle: A stakeholder perspective?	11
Public project success? Measuring the nuances of success through ex post evaluation	11
Effect of social identification on ego depletion of project managers: The role of project tasks and project complexity	11
Multi-project management in inter-organizational contexts	11
Transcending the silos through project management office: Knowledge transactions, brokerage roles, and enabling factors	11
Performance measurement methods in megaprojects: An analytical review	11
Temporal leadership, team processes, and project team task performance	10
Towards the dynamics of trust in the relationship between project-based firms and suppliers	10
Unraveling local relationship patterns in project networks: A network motif approach	10
The motives system for developing project-based inter-organizational cooperation	10
Translating the invisible: Governing underground utilities in the Amsterdam airport Schiphol terminal project	10
Exploring the patterns of convergence and divergence in the development of major infrastructure projects	10
Agency relationships of project-based firms	10
Applying the strategic prospective approach to project management in a development project in Colombia	10
Is the International Journal of Project Management the right choice for publishing your excellent research?	10
A socio-cognitive approach to leading a learning project team: A proposed model and scale development	10
Project facilitation as an active response to tensions in international development programmes	9
Impacts of knowledge expectations on recipients’ continuous cross-project learning intention	9
Strategic change towards cost-efficient public construction projects	9
Measuring project team performance: A review and conceptualization	9
HOLEY MOLEY, the poppycock syndrome, and academic drift	9
The first impression counts: The essentials of writing a convincing introduction	9
Enriching the concept of authentic leadership in project-based organisations through the lens of life-stories and self-identities	9
Forty years of organizational behaviour research in project management	9
Overcoming the principal-agent problem: The need for alignment of tools and methods in collaborative project delivery	8
Special issue: Managing open and user innovation by projects: Sensing, seizing and transforming	8
Editorial: Actors, practices, and strategy connections in multi-project management	8
Toward gendered projects in international development: Paradoxes, resistance and convergent approaches	8
Dynamics of couplings and their implications in inter-organizational multi-actor research and innovation projects	8
Shaping interorganizational strategic projects through power relations and strategic practices	8
Large-scale construction programme resilience against creeping disruptions: Towards inter-project coordination	8
The dynamics of systems integration: Balancing stability and change on London's Crossrail project	8
Editorial: Trust and governance in megaprojects	8
The basics of writing a paper for the International Journal of Project Management	8
Exploring the gender wage gap among project managers: A multi-national analysis of human capital and national policies	8
Power in news media: Framing strategies and effects in infrastructure projects	7
How managers frame and make sense of unexpected events in project implementation	7
Acquisitions as programs: The role of sensemaking and sensegiving	7
Celebrating the power of projects and their management	7
Formation of inter-project ties from the sender–recipient perspective: Roles of task interdependence and functional interdependence	7
Resource interdependence and project termination: An analysis in the biopharmaceutical industry	7
Projecting for sustainability transitions	7
The role of mindfulness in the management of projects: Potential opportunities in research and practice	7
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	7
Ambidextrous strategy and execution in entrepreneurial project-oriented organizations: The case of Pagani supercars	7
Navigating multiple contexts to integrate system transformation programs	7
Stakeholder perceptions of uncertainty matter in megaprojects: The Flemish A102 infrastructure project	7
Creating value from diverse knowledge in megaproject innovation ecosystems	6
Aligning stakeholders perceptions of project performance: The contribution of Business Realisation Management	6
Performance measurement in new product development projects: findings from successful small and medium enterprises	6

Balancing on a tightrope: Coping with concurrent institutional logics in project business	6
The past will guide us: What the future could bring according to the last 40 years of IJPM?	6
Strategic responses to external stakeholder influences	6
How do institutional pressures moderate the impacts of relational governance on the performance of international projects? An empirical assessment	6
On the relevance of theory and practice in project studies	6
The interplay of formal integrative mechanisms and relational norms in project collaboration	6
Shared and fragmented understandings in interorganizational IT project teams: An interpretive case study	6
International technology transfer through projects: A social construction of technology perspective	6