International Journal of Project Management

Papers
(The median citation count of International Journal of Project Management is 6. 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 2022-05-01 to 2026-05-01.)
ArticleCitations
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms188
An ecosystem perspective of programme commercial strategy: the case of railway infrastructure renewal in Denmark from 1991–202499
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies81
The role of mindfulness in the management of projects: Potential opportunities in research and practice68
Editorial Board62
Performance measurement methods in megaprojects: An analytical review55
Editorial Board55
Benefits realisation in an agile environment55
Asking the right questions: The role of reflection for learning in and between projects53
Projecting for sustainability transitions52
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects49
Editorial Board49
From accidental project manager to intentional project leader: A reset whose time has come48
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end44
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation43
Digital pathways in project communication: A process study of community engagement42
Enhancing sensing capabilities in project-based organizations: the role of knowledge transfer between commercial and operational teams41
Knowledge governance mechanisms and regulatory focus effects on online collective knowledge sharing in project teams41
Projecting for sustainability transitions: Contrasting two types of project-oriented agency41
Editorial Board41
Erratum to “Orchestrated reciprocity over equilibrium: How relational behavior and task conflict configure pathways to relationship quality in inter-organizational projects” [Int. J. Proj. Manag., 44 39
A process–oriented framework to measure development performance and success of megaprojects39
Aligning stakeholders perceptions of project performance: The contribution of Business Realisation Management39
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy37
Conceptualizing semi-temporary project networks through actor roles in smart city innovation35
The co-creation of value by public and private actors in the front end of urban development projects35
The “re-meaning” of project success: Updating and recalibrating for a modern project management35
How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital33
Editorial Board33
Unpacking technical-political interweaving and the dual role of information technology in project collaboration33
The human factor in agility: Exploring employee dedication in agile project organizations32
Measuring project team performance: A review and conceptualization32
Orchestrated reciprocity over equilibrium: How relational behavior and task conflict configure pathways to relationship quality in inter-organizational projects32
Does entrepreneurial project monitoring and controlling process matter in social enterprises? Evidence from a developing African country30
The first impression counts: The essentials of writing a convincing introduction30
On cost, over time: How Scandinavian transport infrastructure challenges conventional understanding of project delivery performance30
Editorial Board30
Considering alternatives to megaprojects for a sustainable future with degrowth principles30
Narratives and counter-narratives in sustainability transitions: A study on the Port of Rotterdam from a multi-level perspective29
When project outcomes matter: Organizational integration in managing long-term target benefits29
Call for papers: Digitalisation of and by projects: A sociotechnical perspective on the consequences for project work29
Value exchanges within stakeholder networks throughout a megaproject's lifecycle29
Tied islands: The role of organizational members in knowledge transfer across strategic projects29
Call for papers: The transformational role of philosophy in project management28
Editorial Board27
Editorial Board27
Taming time: How inclusive leadership mitigates temporal conflict and time stress in IT projects27
Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments27
Modeling strategic alignment in project networks27
Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem26
Multi-project management in inter-organizational contexts26
Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes25
Client management in the project domain: towards conceptual integration using cross-disciplinary research25
Call for Papers: Towards Stronger Theorising of Temporary Organising24
The dynamics of systems integration: Balancing stability and change on London's Crossrail project24
Change in a project-based organization: The mutual shaping of institutional logics and change programs23
Behavioral barriers to sustainable action in project management and how to overcome them23
Editorial Board23
From outputs to outcomes: Meeting a threshold of short-term project management success as a necessary condition for achieving long-term impact22
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China22
Ethical performance of construction project management team: Development and validation of a multidimensional measure22
Making societal impact matter: Reconciling project and public value21
Projecting for circularity in sustainability transitions: The case of wind turbines20
The performance effects of optimistic and pessimistic project status reporting behavior20
The project is dead. Long live the project19
Editorial Board19
How entrepreneurial orientation influences project portfolio success: The roles of ideation portfolio management and firm size18
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives18
A project-as-practice perspective on helping behavior and reciprocity in an inter-organizational project18
Integration of an exploration program with its parent organization: A lifecycle perspective18
Editorial Board18
Broadening project studies to address sustainability transitions: Conceptual suggestions and crossovers with socio-technical transitions research18
Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects18
Complements or substitutes? Recipes of contract design, contract enforcement, and trust for enhanced project performance18
Risk factor prioritization in infrastructure handover to operations17
Projects as drivers of sustainability: How the adoption of the reuse principle affects the front-end of a construction project17
Success Management – From theory to practice17
Understanding project management performance using a comparative overrun measure16
Shaping interorganizational strategic projects through power relations and strategic practices16
Editorial Board16
Antecedents to bounce forward: A case study tracing the resilience of inter-organisational projects in the face of disruptions16
Editorial Board16
Editorial Board16
Exploring the dynamics of project failure and organizational learning in project-based firms: A study in the U.S. film industry15
Formation of inter-project ties from the sender–recipient perspective: Roles of task interdependence and functional interdependence15
The ‘invisible hand’ of institutional logics on professionalizing project management amid increasing projectification15
Projects as interventions15
Toward a systematic understanding of megaproject improvisation15
Governance patterns of environmental, social and governance practices in megaprojects15
Cultivating crisis research in project studies: Insights from management and organisation studies by Christine Pearson15
Editorial Board14
An essay on deprojectification: Drivers and consequences14
Editorial Board14
Caring beyond compliance: how social procurement professionals reshape relational norms in construction projects13
AI readiness is not enough: Towards purpose-led AI governance in projects13
Political ecology perspective for a new way of understanding stakeholders and value in infrastructure projects13
Developing new knowledge: A virtual collection of project management review articles13
Beneficiary participation is an imperative, not an option, but does it really work in international development projects?13
Enhancing project managers’ strategy commitment by leader-leader exchange: The role of psychological empowerment and organizational identification13
Not all project ambiguity is equal: A typology of project ambiguity and implications for its management13
The Relevance of Responsible Research for Project Scholars: Project Research as a Service to Society13
Editorial Board12
Enacting project resilience: Insights from Uruguayan air force flight 571′s crash in the Andes12
Editorial Board12
Coming to terms with project success: Current perspectives and future challenges11
Editorial Board11
Managing large-scale projects: Unpacking the role of project memory11
Turning narratives into collective action through projects11
Will the past guide us? Towards more reflective research on projects11
Projectification without projects? Theorizing temporal structures of agile-based organizing11
From complexity responses to enacted practice: Mindfulness as a multi-level metacognitive capability in project leadership11
Design science research and the co-creation of project management knowledge11
Using nudges to realize project performance management10
Strategic responses to external stakeholder influences10
Cracking the megaproject puzzle: A stakeholder perspective?10
Is this How Big Things Get Done?10
Examining owners’ and contractors’ motivations to participate in collaborative risk management of mega infrastructure projects10
How organisational and team climates foster design thinking for project success10
Performance measurement in new product development projects: findings from successful small and medium enterprises10
Public project success? Measuring the nuances of success through ex post evaluation10
Organisation design in megaprojects: A systematic literature review and research agenda10
Design flexibility in managing infrastructure projects: Contributing factors and research avenues10
The local government project: A matchmaker or a troublemaker?10
The interplay of formal integrative mechanisms and relational norms in project collaboration10
Facilitating and improving learning in projects: Evidence from a lean approach9
Stakeholder engagement: Theoretical and methodological directions for project scholarship9
Owners managing the commercial interface on complex projects: A pluralistic theoretical perspective9
Does project management matter? The relationship between project management effort, complexity, and profitability9
Organizing coopetitive tensions: Collaborative consumption in project ecologies9
How projects co-create value with stakeholders: The role of ideology and inquiry in spanning the temporary-permanent boundary9
Editorial Board9
Leveraging generative AI for project management: The role of mindfulness and job crafting9
Multi-level perspective framework in macro project studies: Towards a complex project organizing approach to sustainability transitions9
There’s people in there! On Daniel Kahneman’s enduring impact9
Editorial Board8
Dynamics of couplings and their implications in inter-organizational multi-actor research and innovation projects8
Researching, writing, reflecting8
Empowering future leaders: The interplay between shared leadership in projects and leadership development of project professionals8
Editorial Board8
Grandstanding? The elusive process of shaping megaproject symbolism8
IJPM invites special paper collections proposals 20268
Evolution of project studies through the lens of engaged scholarship: A longitudinal bibliometric analysis7
Kahneman's legacy in project management: Improving decision-making and performance7
Understanding legitimacy construction through online community discourse in megaprojects: evidence from the Lyon–Turin megaproject7
How partners’ knowledge base and complexity are related to innovative project success: The roles of trust and trust capability of partners7
Boundary work in a project-based organization: Flow across interdependent boundaries in interorganizational programs7
Demolishers or ‘material experts’? Project actors negotiating changing roles in sustainable projects7
Naturalistic decision making and decision drivers in the front end of complex projects6
Empowering project team to perform: Directive and facilitative antecedents6
A pragmatist perspective on front-end project organizing: The case of refurbishment of the Palace of Westminster6
The stress-inducing potential of inclusive leadership: Does resilience help?6
From ethical tensions to value co-creation in project networks: Exploring the mediating role of moral reflexivity and the moderating role of network embeddedness6
Call for papers: Lifecycles, processes, and practices in strategic projects and programs6
The Megaproject-based Firm: Building programme management capability to deliver megaprojects6
Confronting information dilemma: How does collective mindfulness foster team improvisation in megaprojects6
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