International Journal of Project Management

Article	Citations
Agile practices and performance: Examining the role of psychological empowerment	102
Shared leadership and project success: The roles of knowledge sharing, cohesion and trust in the team	101
Publishing quantitative papers with rigor and transparency	86
The “re-meaning” of project success: Updating and recalibrating for a modern project management	73
Collaboration and opportunism in megaproject alliance contracts: The interplay between governance, trust and culture	59
The organisational architecture of megaprojects	54
Project team resilience: The effect of group potency and interpersonal trust	52
Configurations of project management practices to enhance the performance of open innovation R&D projects	50
Coping with uncertainty: Knowledge sharing in new product development projects	50
Trust in megaprojects: A comprehensive literature review of research trends	47
Exploring the enabling effects of project management for SMEs in adopting open innovation – A framework for partner search and selection in open innovation projects	47
Designing case study research	45
What about the people? Micro-foundations of open innovation in megaprojects	43
Cross-learning between project management and international development: Analysis and research agenda	43
Benefits management in university-industry collaboration programs	42
Towards a ‘New Project Management’ movement? An international development perspective	41
The integration of social capital and knowledge management – The key challenge for international development and cooperation projects of nonprofit organizations	40
Issues and challenges impacting the successful management of agile-hybrid projects: A grounded theory approach	39
Resilience and creative problem-solving capacities in project teams: A relational view	37
Exploring the critical nexus between authoritarian leadership, project team member's silence and multi-dimensional success in a state-owned mega construction project	37
Studying Projects Processually	37
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects	36
Governing behavioral integration of top management team in megaprojects: A social capital perspective	35
The institutional shaping of global megaprojects: The case of the Lyon-Turin high-speed railway	35
The institutional drivers of social procurement implementation in Australian construction projects	34

Very important, yet very neglected: Where do local communities stand when examining social sustainability in major construction projects?	33
Crowdsourcing as a service – from pilot projects to sustainable innovation routines	33
Relationship quality in construction projects: A subcontractor perspective of principal contractor relationships	32
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	32
Tackling grand challenges with projects: Five insights and a research agenda for project management theory and practice	32
Organizational practices that enable and disable knowledge transfer: The case of a public sector project-based organization	31
Rethinking project governance: Incorporating contextual and practice-based views	30
Does project management matter? The relationship between project management effort, complexity, and profitability	30
Making sense of a governance framework for megaprojects: The challenge of finding equilibrium	29
‘Filling the mattress’: Trust development in the governance of infrastructure megaprojects	29
Project manager's emotional intelligence and project performance: The mediating role of project commitment	28
The effect of commitment differentiation on integrated project delivery team dynamics: The critical roles of goal alignment, communication behaviors, and decision quality	28
Organisational capabilities and project organising research	28
Cracking the megaproject puzzle: A stakeholder perspective?	27
A psychological contract perspective of vertical and distributed leadership in project-based organizations	27
Balancing knowledge sharing with protecting: The efficacy of formal control in open innovation projects	27
The mediating effects of cognitive conflict and affective conflict on the relationship between new product development task uncertainty and performance	27
Psychological distress and project success: The moderating role of employees’ resilience and mindfulness	26
The role of task conflict in cooperative innovation projects: An organizational learning theory perspective	26
Labyrinth of labels: Narrative constructions of promoters and protesters in megaprojects	25
Organising for infrastructure development programmes: Governing internal logic multiplicity across organisational spaces	25
Trajectories towards balancing value creation and capture: Resolution paths and tension loops in open innovation projects	25
Tensions in governing megaprojects: How different types of ties shape project relationship quality?	24
The grand challenge: Effective anti-corruption measures in projects	24
The recursive interaction of institutional fields and managerial legitimation in large-scale projects	23
Public project success? Measuring the nuances of success through ex post evaluation	23
Multi-project management in inter-organizational contexts	23
Unveiling complex relational behavior in megaprojects: A qualitative-quantitative network approach	23
Meeting challenges with resilience – How innovation projects deal with adversity	23
Success Management – From theory to practice	23
The multiplicity of value in the front-end of projects: The case of London transportation infrastructure	23
The impact of a challenging work environment: Do job stressors benefit citizenship behavior of project managers?	22
Benefits realisation in an agile environment	22
Managing project sustainability in the extractive industries: Towards a reciprocity framework for community engagement	22
Organizing for knowledge creation in a strategic interorganizational innovation project	21
A person-environment-fit-model for temporary organizations - Antecedents for temporary working settings	21
The Megaproject-based Firm: Building programme management capability to deliver megaprojects	21
Asymmetric legitimacy perception across megaproject stakeholders: The case of the Fehmarnbelt Fixed Link	21
Mitigating the negative performance effect of project complexity through an informal mechanism: The conditional mediating role of knowledge hiding	21
Reporting case studies for making an impact	21
Mechanisms for protecting returns on private investments in public infrastructure projects	20
A Meta-theoretical framework for theory building in project management	20
Examining the transition to agile practices with information technology projects: Agile teams and their experience of accountability	19
Playing chess or playing poker? Assessment of uncertainty propagation in open innovation projects	19
Technological competence leveraging projects via intermediaries: Viable means to outbound open innovation and mediated capability building?	18
Temporal structuring in project organizing: A narrative perspective	18
Coming to terms with project success: Current perspectives and future challenges	18
How performance measurement can support achieving success in project-based operations	17
Strategic change towards cost-efficient public construction projects	17
Projects as interventions	17

The effects of shared vision on value co-creation in megaprojects: A multigroup analysis between clients and main contractors	17
The impact of multiple project team membership on individual and team learning: A micro-meso multi-level empirical study	17
A process–oriented framework to measure development performance and success of megaprojects	16
A socio-cognitive approach to leading a learning project team: A proposed model and scale development	16
Reconceptualization of absorptive capacity as potential and realized absorptive capacity for project-based organizations	16
Using nudges to realize project performance management	16
Temporal leadership, team processes, and project team task performance	16
What does it take to kill a megaproject? The reverse escalation of commitment	16
Exploring collaboration in hospital projects’ front-end phase	15
When project management meets international development, what can we learn?	15
Creating value from diverse knowledge in megaproject innovation ecosystems	15
Project, program and portfolio management as modes of organizing: Theorising at the intersection between mergers and acquisitions and project studies	15
Measuring project team performance: A review and conceptualization	15
The interplay of formal integrative mechanisms and relational norms in project collaboration	15
Performance measurement methods in megaprojects: An analytical review	15
Avoiding the inflection point: Project management theory and research after 40 years	15
Enriching the concept of authentic leadership in project-based organisations through the lens of life-stories and self-identities	14
Large-scale construction programme resilience against creeping disruptions: Towards inter-project coordination	14
Fair project governance: An organisational justice approach to project governance	14
Towards the dynamics of trust in the relationship between project-based firms and suppliers	14
Overcoming the principal-agent problem: The need for alignment of tools and methods in collaborative project delivery	14
Engaging the organizational field: The case of project practices in a construction firm to contribute to an emerging economy	14
Reprint of: From open innovation projects to open innovation project management capabilities: A process-based approach	13
Unraveling local relationship patterns in project networks: A network motif approach	13
The dynamics of systems integration: Balancing stability and change on London's Crossrail project	13
Moving goals and governance in megaprojects	13
Forty years of organizational behaviour research in project management	13
Applying the strategic prospective approach to project management in a development project in Colombia	13
Effect of social identification on ego depletion of project managers: The role of project tasks and project complexity	13
Agency relationships of project-based firms	12
Shaping interorganizational strategic projects through power relations and strategic practices	12
Navigating multiple contexts to integrate system transformation programs	12
Stakeholder perceptions of uncertainty matter in megaprojects: The Flemish A102 infrastructure project	12
When frameworks empower their agents: The effect of organizational project management frameworks on the performance of project managers and benefits managers in delivering transformation projects succ	12
Stages in project managers’ careers: Learning and growth opportunities	12
Projecting for sustainability transitions	12
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms	12
The motives system for developing project-based inter-organizational cooperation	12
Transcending the silos through project management office: Knowledge transactions, brokerage roles, and enabling factors	12
Exploring the patterns of convergence and divergence in the development of major infrastructure projects	12
Impacts of knowledge expectations on recipients’ continuous cross-project learning intention	11
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	11
Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem	11
Editorial: Trust and governance in megaprojects	10
Multi-level perspective framework in macro project studies: Towards a complex project organizing approach to sustainability transitions	10
Acquisitions as programs: The role of sensemaking and sensegiving	10
Celebrating the power of projects and their management	10
Exploring the gender wage gap among project managers: A multi-national analysis of human capital and national policies	10
Project facilitation as an active response to tensions in international development programmes	10
Translating the invisible: Governing underground utilities in the Amsterdam airport Schiphol terminal project	10
Strategic responses to external stakeholder influences	10
How do institutional pressures moderate the impacts of relational governance on the performance of international projects? An empirical assessment	10
Dynamics of couplings and their implications in inter-organizational multi-actor research and innovation projects	10
Special issue: Managing open and user innovation by projects: Sensing, seizing and transforming	10
How managers frame and make sense of unexpected events in project implementation	10
HOLEY MOLEY, the poppycock syndrome, and academic drift	10
The role of mindfulness in the management of projects: Potential opportunities in research and practice	10
Modeling strategic alignment in project networks	9
Editorial: Managing strategic projects and programs in and between organizations	9
Power in news media: Framing strategies and effects in infrastructure projects	9
Aligning stakeholders perceptions of project performance: The contribution of Business Realisation Management	9
The first impression counts: The essentials of writing a convincing introduction	9
Formation of inter-project ties from the sender–recipient perspective: Roles of task interdependence and functional interdependence	8
Communication breakdowns during business process change projects – Insights from a sociotechnical case study	8
What are the strategies to manage megaproject supply chains? A systematic literature review and research agenda	8
Power relations in the finance of infrastructure public-private partnership projects	8
Toward gendered projects in international development: Paradoxes, resistance and convergent approaches	8
Ambidextrous strategy and execution in entrepreneurial project-oriented organizations: The case of Pagani supercars	8
The past will guide us: What the future could bring according to the last 40 years of IJPM?	8
Call for Papers: Special Issue on Project Success	7
Governing technical and organizational complexity through supply chain integration: A dyadic perspective on performance in infrastructure projects	7
Performance measurement in new product development projects: findings from successful small and medium enterprises	7
Unpacking resilience of project organizations: A capability-based conceptualization and measurement of project resilience	7
The interplay between dynamic capabilities’ dimensions and their relationship to project portfolio agility and success	7
On the relevance of theory and practice in project studies	7
Hooked on a feeling? An interpretive study of organizational identity (dis)continuity during strategic change programmes	7
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation	7
Not all project ambiguity is equal: A typology of project ambiguity and implications for its management	6
Mind the gap: Towards performance measurement beyond a plan-execute logic	6
Project benefits management: Making an impact on organizations and society through projects and programs	6

Balancing on a tightrope: Coping with concurrent institutional logics in project business	6
Enhancing project managers’ strategy commitment by leader-leader exchange: The role of psychological empowerment and organizational identification	6
How projects co-create value with stakeholders: The role of ideology and inquiry in spanning the temporary-permanent boundary	6
Integration of an exploration program with its parent organization: A lifecycle perspective	6
International technology transfer through projects: A social construction of technology perspective	6
How institutional intermediaries handle institutional complexity in vanguard megaproject settings	6
Surfacing and responding paradoxes in megascale projects	6
Shared and fragmented understandings in interorganizational IT project teams: An interpretive case study	6
An Essay on ‘Homo Projecticus’: Ontological Assumptions in the Projectified Society	5
Project governance interface and owner organizational identity: The Venice Biennale case	5
Understanding project management performance using a comparative overrun measure	5
Enabling projects for strategic implementation: Role of designated project manager in CEO-TMT interface during project front-end investment decisions	5
Call for papers: Project stakeholder management	5
Collaborative practices of knowledge work in IT projects	5
Field-configuring projects: How projects shape the public reflection of electric mobility in Germany	5
Cross-national collaboration in strategic transport projects: The impact on benefits realization	5
Understanding project resilience: Designed, cultivated or emergent?	5
Vanguard projects as relay races: A historical case study on the building of Eurocan pulp and paper mill, 1965–1970	5