International Journal of Project Management

Article	Citations
Editorial Board	101
Change in a project-based organization: The mutual shaping of institutional logics and change programs	99
Editorial Board	73
Managing large-scale projects: Unpacking the role of project memory	59
Benefits realisation in an agile environment	54
Making shared leadership work: The importance of trust in project-based organisations	54
A pragmatist perspective on front-end project organizing: The case of refurbishment of the Palace of Westminster	52
Editorial Board	49
Managing divestments as projects: Benefits of stakeholder orientation	47
researcher_academy_210x280	45
Editorial Board	43
Naturalistic decision making and decision drivers in the front end of complex projects	42
Introduction–A special section in honor of Peter Morris	40
Performance measurement in project management	38
The role of mindfulness in the management of projects: Potential opportunities in research and practice	37
International technology transfer through projects: A social construction of technology perspective	37
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China	37
The multiplicity of value in the front-end of projects: The case of London transportation infrastructure	36
Forty years of organizational behaviour research in project management	35
How do institutional pressures moderate the impacts of relational governance on the performance of international projects? An empirical assessment	35
Unveiling complex relational behavior in megaprojects: A qualitative-quantitative network approach	34
Understanding project resilience: Designed, cultivated or emergent?	33
The impact of multiple project team membership on individual and team learning: A micro-meso multi-level empirical study	33
Celebrating the power of projects and their management	32
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms	32

Navigating among islands of certainty: Coordinating as communicative practices of temporary organizations experiencing crisis	31
Managerial agency (re)producing project governance structure and context: Public-private partnerships in the Netherlands	31
Balancing on a tightrope: Coping with concurrent institutional logics in project business	31
Project, program and portfolio management as modes of organizing: Theorising at the intersection between mergers and acquisitions and project studies	30
Coevolution of relationship networks and resistance behaviors for building information modeling implementation in construction projects	29
Unraveling local relationship patterns in project networks: A network motif approach	29
Playing chess or playing poker? Assessment of uncertainty propagation in open innovation projects	28
Turning narratives into collective action through projects	28
Effect of social identification on ego depletion of project managers: The role of project tasks and project complexity	28
Exploring the enabling effects of project management for SMEs in adopting open innovation – A framework for partner search and selection in open innovation projects	28
Agency relationships of project-based firms	27
Moving goals and governance in megaprojects	27
The Megaproject-based Firm: Building programme management capability to deliver megaprojects	26
Coming to terms with project success: Current perspectives and future challenges	26
Performance measurement methods in megaprojects: An analytical review	26
Design science research and the co-creation of project management knowledge	25
Corrigendum to “The “re-meaning” of project success: Updating and recalibrating for a modern project management” [International Journal of Project Management, 40(7), 835-848]	25
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies	25
Empowering project team to perform: Directive and facilitative antecedents	25
Organising for infrastructure development programmes: Governing internal logic multiplicity across organisational spaces	25
Struggling with strategizing in public client organisations: Managing strategic projects in inter-organisational contexts	24
atlas_research_210x280	23
Balancing knowledge sharing with protecting: The efficacy of formal control in open innovation projects	23
Paid ad - A4_awards_Belgrade_print	23
Enacting Project Resilience: Insights from Uruguayan Air Force Flight 571′s Crash in the Andes	23
Asking the right questions: The role of reflection for learning in and between projects	23
Editorial Board	23
The stress-inducing potential of inclusive leadership: Does resilience help?	23
Editorial Board	22
Editorial Board	22
Project governance interface and owner organizational identity: The Venice Biennale case	21
Editorial Board	21
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects	21
Will the past guide us? Towards more reflective research on projects	20
HOLEY MOLEY, the poppycock syndrome, and academic drift	20
Performance measurement in new product development projects: findings from successful small and medium enterprises	19
Shared and fragmented understandings in interorganizational IT project teams: An interpretive case study	19
Is this How Big Things Get Done?	19
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end	19
Editorial Board	18
Construction project management fiction: Individual values	18
Call for papers: Project stakeholder management	18
Configurations of project management practices to enhance the performance of open innovation R&D projects	17
In favor or against: The influence of skeptical stakeholders in urban innovation projects for green transformation	17
Cracking the megaproject puzzle: A stakeholder perspective?	17
Stakeholder perceptions of uncertainty matter in megaprojects: The Flemish A102 infrastructure project	17
Microfoundations of project portfolio regulation in joint university-industry laboratories	17
Measuring sense of place in project environments to promote positive mental wellbeing	17
Editorial Board	16
Strategic responses to external stakeholder influences	16

Exploring the patterns of convergence and divergence in the development of major infrastructure projects	16
Resilience and creative problem-solving capacities in project teams: A relational view	16
Neither a descriptive narrative of the past nor an un-reflexive account of its production should guide us	16
Cross-national collaboration in strategic transport projects: The impact on benefits realization	16
Acquisitions as programs: The role of sensemaking and sensegiving	15
The organisational architecture of megaprojects	15
Understanding multiple crises unfolding within megaprojects: Crises’ interdependencies, responses, and outcomes	15
Exploring the critical nexus between authoritarian leadership, project team member's silence and multi-dimensional success in a state-owned mega construction project	15
The project is dead. Long live the project	15
The performance effects of optimistic and pessimistic project status reporting behavior	15
Large-scale construction programme resilience against creeping disruptions: Towards inter-project coordination	14
Organizational practices that enable and disable knowledge transfer: The case of a public sector project-based organization	14
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation	14
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives	14
Examining the transition to agile practices with information technology projects: Agile teams and their experience of accountability	14
Crafting and maintaining organizational identity narrative in a temporary organization: The case of Tideway megaproject	13
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects	13
The grand challenge: Effective anti-corruption measures in projects	13
Adopting active or passive leadership in project-based organizations? The role of inclusive leadership in remote work environment	13
Projecting for sustainability transitions	13
Project tragedies	13
Organizing for knowledge creation in a strategic interorganizational innovation project	13
A socio-cognitive approach to leading a learning project team: A proposed model and scale development	13
What does it take to kill a megaproject? The reverse escalation of commitment	13
Exploring collaboration in hospital projects’ front-end phase	12
Corrigendum to “Owner challenges on major projects: The case of UK government” [Int. J. Proj. Manag. 38 (2020) 177–187]	12
Emergent organizing: Origins and evolution of temporary crisis response organizations	12
Single versus multiple project teams and individual performance: Do they ask for different leadership behaviors?	12
Corrigendum to “Single versus multiple project teams and individual performance: Do they ask for different leadership behaviors?” [Int. J. Proj. Manag., 42 (2024), 102563]	12
Navigating multiple contexts to integrate system transformation programs	12
Broadening project studies to address sustainability transitions: Conceptual suggestions and crossovers with socio-technical transitions research	12
Erratum to “Project-based practices for promoting a sustainability transition in a city organization and its urban context” [Int. J. Proj. Manag., 41 (2023), 102516]	12
Design flexibility in managing infrastructure projects: Contributing factors and research avenues	12
Dynamics of multi-level programme integration in a strategic programme: The case of the COVID-19 vaccination campaign in France	11
What Peter Morris's books meant to me: An Amarcord	10
Making sense of a governance framework for megaprojects: The challenge of finding equilibrium	10
The interplay between dynamic capabilities’ dimensions and their relationship to project portfolio agility and success	10
The interplay of formal integrative mechanisms and relational norms in project collaboration	10
Organisation design in megaprojects: A systematic literature review and research agenda	10
How managers frame and make sense of unexpected events in project implementation	10
Humanising complex projects through design thinking and its effects	10
Editorial Board	10
A process–oriented framework to measure development performance and success of megaprojects	10
Editorial Board	10
Governing technical and organizational complexity through supply chain integration: A dyadic perspective on performance in infrastructure projects	10
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	9
Do you know your people?: Situated expertise and permeable expertise boundaries in complex project work	9
The co-creation of value by public and private actors in the front end of urban development projects	9
Translating the invisible: Governing underground utilities in the Amsterdam airport Schiphol terminal project	9
Using nudges to realize project performance management	9
Conceptualising historical project studies – A complementary partnership	9
The impact of a challenging work environment: Do job stressors benefit citizenship behavior of project managers?	8
Project value as practice: Interactive valuation practices in architectural design projects	8
Public project success? Measuring the nuances of success through ex post evaluation	8
Relationship quality in construction projects: A subcontractor perspective of principal contractor relationships	8
Aligning stakeholders perceptions of project performance: The contribution of Business Realisation Management	8
Drivers of innovation in infrastructure development projects: A configurational analysis of boundary spanning roles	7
Labyrinth of labels: Narrative constructions of promoters and protesters in megaprojects	7
Project team resilience: The effect of group potency and interpersonal trust	7
Examining owners’ and contractors’ motivations to participate in collaborative risk management of mega infrastructure projects	7
The “re-meaning” of project success: Updating and recalibrating for a modern project management	7
Engaging the organizational field: The case of project practices in a construction firm to contribute to an emerging economy	7
Temporal structuring in project organizing: A narrative perspective	7
Project benefits management: Making an impact on organizations and society through projects and programs	7
Integration of an exploration program with its parent organization: A lifecycle perspective	6
The local government project: A matchmaker or a troublemaker?	6
Governing behavioral integration of top management team in megaprojects: A social capital perspective	6
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy	6
Publishing quantitative papers with rigor and transparency	6
Unpacking resilience of project organizations: A capability-based conceptualization and measurement of project resilience	6
Mitigating the negative performance effect of project complexity through an informal mechanism: The conditional mediating role of knowledge hiding	6
Early career project managers’ work readiness: Adopting a self-efficacy lens	6
Transcending the silos through project management office: Knowledge transactions, brokerage roles, and enabling factors	6
Editorial Board	6
A project-as-practice perspective on helping behavior and reciprocity in an inter-organizational project	6
Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects	6
Editorial Board	5
Editorial Board	5
Reprint of: From open innovation projects to open innovation project management capabilities: A process-based approach	5
Announcement: Call for IPMA Research Awards	5

The institutional shaping of global megaprojects: The case of the Lyon-Turin high-speed railway	5
Facilitating and improving learning in projects: Evidence from a lean approach	5
Multi-level perspective framework in macro project studies: Towards a complex project organizing approach to sustainability transitions	5
Impacts of knowledge expectations on recipients’ continuous cross-project learning intention	5
Hooked on a feeling? An interpretive study of organizational identity (dis)continuity during strategic change programmes	5
Enriching the concept of authentic leadership in project-based organisations through the lens of life-stories and self-identities	5
Editorial Board	5
Editorial Board	5