International Journal of Project Management

Article	Citations
Editorial Board	135
Agency relationships of project-based firms	114
Forty years of organizational behaviour research in project management	72
Benefits realisation in an agile environment	71
Unveiling complex relational behavior in megaprojects: A qualitative-quantitative network approach	60
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies	58
The role of mindfulness in the management of projects: Potential opportunities in research and practice	54
Performance measurement methods in megaprojects: An analytical review	53
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms	50
Editorial Board	49
Editorial Board	49
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects	47
Resilience and creative problem-solving capacities in project teams: A relational view	46
Projecting for sustainability transitions	45
Asking the right questions: The role of reflection for learning in and between projects	44
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation	42
Examining the transition to agile practices with information technology projects: Agile teams and their experience of accountability	42
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end	41
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects	41
A process–oriented framework to measure development performance and success of megaprojects	39
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy	39
The “re-meaning” of project success: Updating and recalibrating for a modern project management	37
Aligning stakeholders perceptions of project performance: The contribution of Business Realisation Management	37
The co-creation of value by public and private actors in the front end of urban development projects	37
Editorial Board	37

Editorial Board	36
How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital	34
Measuring project team performance: A review and conceptualization	34
The human factor in agility: Exploring employee dedication in agile project organizations	33
Enabling projects for strategic implementation: Role of designated project manager in CEO-TMT interface during project front-end investment decisions	33
The first impression counts: The essentials of writing a convincing introduction	32
Editorial Board	32
Avoiding the inflection point: Project management theory and research after 40 years	32
Does entrepreneurial project monitoring and controlling process matter in social enterprises? Evidence from a developing African country	32
Value exchanges within stakeholder networks throughout a megaproject's lifecycle	30
Considering alternatives to megaprojects for a sustainable future with degrowth principles	30
Tied islands: The role of organizational members in knowledge transfer across strategic projects	30
Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem	29
Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes	29
Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments	29
When project outcomes matter: Organizational integration in managing long-term target benefits	29
The dynamics of systems integration: Balancing stability and change on London's Crossrail project	28
Power in news media: Framing strategies and effects in infrastructure projects	28
Multi-project management in inter-organizational contexts	27
Modeling strategic alignment in project networks	27
Studying Projects Processually	27
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	27
Introduction–A special section in honor of Peter Morris	26
Issues and challenges impacting the successful management of agile-hybrid projects: A grounded theory approach	26
Change in a project-based organization: The mutual shaping of institutional logics and change programs	25
The project is dead. Long live the project	25
Editorial Board	25
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China	25
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives	24
The organisational architecture of megaprojects	23
The performance effects of optimistic and pessimistic project status reporting behavior	23
Broadening project studies to address sustainability transitions: Conceptual suggestions and crossovers with socio-technical transitions research	23
Engaging the organizational field: The case of project practices in a construction firm to contribute to an emerging economy	22
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	22
A project-as-practice perspective on helping behavior and reciprocity in an inter-organizational project	22
What Peter Morris's books meant to me: An Amarcord	22
Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects	22
Acquisitions as programs: The role of sensemaking and sensegiving	22
Temporal structuring in project organizing: A narrative perspective	21
Integration of an exploration program with its parent organization: A lifecycle perspective	21
Project team resilience: The effect of group potency and interpersonal trust	21
Impacts of knowledge expectations on recipients’ continuous cross-project learning intention	20
Editorial Board	20
Enriching the concept of authentic leadership in project-based organisations through the lens of life-stories and self-identities	19
Formation of inter-project ties from the sender–recipient perspective: Roles of task interdependence and functional interdependence	19
Projects as drivers of sustainability: How the adoption of the reuse principle affects the front-end of a construction project	19
Success Management – From theory to practice	19
Editorial Board	19
Complements or substitutes? Recipes of contract design, contract enforcement, and trust for enhanced project performance	19
Antecedents to bounce forward: A case study tracing the resilience of inter-organisational projects in the face of disruptions	19

Risk factor prioritization in infrastructure handover to operations	19
Editorial Board	18
Field-configuring projects: How projects shape the public reflection of electric mobility in Germany	18
Toward a systematic understanding of megaproject improvisation	17
Shaping interorganizational strategic projects through power relations and strategic practices	16
Surfacing and responding paradoxes in megascale projects	16
Developing new knowledge: A virtual collection of project management review articles	16
Understanding project management performance using a comparative overrun measure	16
Editorial Board	16
Projects as interventions	16
Editorial Board	15
Beneficiary participation is an imperative, not an option, but does it really work in international development projects?	15
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	15
Editorial Board	15
The Relevance of Responsible Research for Project Scholars: Project Research as a Service to Society	15
Cultivating crisis research in project studies: Insights from management and organisation studies by Christine Pearson	15
Enhancing project managers’ strategy commitment by leader-leader exchange: The role of psychological empowerment and organizational identification	15
An essay on deprojectification: Drivers and consequences	14
Political ecology perspective for a new way of understanding stakeholders and value in infrastructure projects	14
International technology transfer through projects: A social construction of technology perspective	14
Not all project ambiguity is equal: A typology of project ambiguity and implications for its management	14
Balancing on a tightrope: Coping with concurrent institutional logics in project business	14
Editorial Board	14
Shared leadership and project success: The roles of knowledge sharing, cohesion and trust in the team	14
Enacting project resilience: Insights from Uruguayan air force flight 571′s crash in the Andes	14
Managing large-scale projects: Unpacking the role of project memory	14
Design science research and the co-creation of project management knowledge	13
Coming to terms with project success: Current perspectives and future challenges	13
Turning narratives into collective action through projects	13
How do institutional pressures moderate the impacts of relational governance on the performance of international projects? An empirical assessment	13
What does it take to kill a megaproject? The reverse escalation of commitment	13
Editorial Board	13
Unraveling local relationship patterns in project networks: A network motif approach	13
Will the past guide us? Towards more reflective research on projects	12
Editorial Board	12
HOLEY MOLEY, the poppycock syndrome, and academic drift	12
Performance measurement in new product development projects: findings from successful small and medium enterprises	12
Corrigendum to “Owner challenges on major projects: The case of UK government” [Int. J. Proj. Manag. 38 (2020) 177–187]	11
Cracking the megaproject puzzle: A stakeholder perspective?	11
Design flexibility in managing infrastructure projects: Contributing factors and research avenues	11
Exploring the critical nexus between authoritarian leadership, project team member's silence and multi-dimensional success in a state-owned mega construction project	11
Editorial Board	11
Construction project management fiction: Individual values	11
The local government project: A matchmaker or a troublemaker?	10
Strategic responses to external stakeholder influences	10
Examining owners’ and contractors’ motivations to participate in collaborative risk management of mega infrastructure projects	10
How Organisational and Team Climates Foster Design Thinking for Project Success	10
Organisation design in megaprojects: A systematic literature review and research agenda	10
Is this How Big Things Get Done?	10
Organizing coopetitive tensions: Collaborative consumption in project ecologies	9
The interplay of formal integrative mechanisms and relational norms in project collaboration	9
Editorial Board	9
Navigating multiple contexts to integrate system transformation programs	9
Using nudges to realize project performance management	9
Transcending the silos through project management office: Knowledge transactions, brokerage roles, and enabling factors	9
Public project success? Measuring the nuances of success through ex post evaluation	9
Facilitating and improving learning in projects: Evidence from a lean approach	8
Multi-level perspective framework in macro project studies: Towards a complex project organizing approach to sustainability transitions	8
Does project management matter? The relationship between project management effort, complexity, and profitability	8
Editorial Board	8
Stakeholder engagement: Theoretical and methodological directions for project scholarship	8
Owners managing the commercial interface on complex projects: A pluralistic theoretical perspective	8
Grandstanding? The elusive process of shaping megaproject symbolism	7
Editorial Board	7
IJPM invites special paper collections proposals 2026	7
Editorial Board	7
Evolution of project studies through the lens of engaged scholarship: A longitudinal bibliometric analysis	7
Fair project governance: An organisational justice approach to project governance	7
How projects co-create value with stakeholders: The role of ideology and inquiry in spanning the temporary-permanent boundary	7
Why clear managerial recommendations matter in major projects research: Searching for relevance in practice	7
Call for papers: Lifecycles, processes, and practices in strategic projects and programs	7
How partners’ knowledge base and complexity are related to innovative project success: The roles of trust and trust capability of partners	7
Editorial Board	7
Collaboration and opportunism in megaproject alliance contracts: The interplay between governance, trust and culture	7
Dynamics of couplings and their implications in inter-organizational multi-actor research and innovation projects	7
Demolishers or ‘material experts’? Project actors negotiating changing roles in sustainable projects	7
A Meta-theoretical framework for theory building in project management	7
Kahneman's legacy in project management: Improving decision-making and performance	6
The Megaproject-based Firm: Building programme management capability to deliver megaprojects	6
A pragmatist perspective on front-end project organizing: The case of refurbishment of the Palace of Westminster	6

Boundary work in a project-based organization: Flow across interdependent boundaries in interorganizational programs	6
Naturalistic decision making and decision drivers in the front end of complex projects	6
Empowering project team to perform: Directive and facilitative antecedents	6
Celebrating the power of projects and their management	6
Effect of social identification on ego depletion of project managers: The role of project tasks and project complexity	6