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 2022-08-01 to 2026-08-01.)
ArticleCitations
Editorial Board212
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms108
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies89
The role of mindfulness in the management of projects: Potential opportunities in research and practice74
An ecosystem perspective of programme commercial strategy: the case of railway infrastructure renewal in Denmark from 1991–202469
Performance measurement methods in megaprojects: An analytical review63
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end58
Editorial Board58
Editorial Board57
Enhancing sensing capabilities in project-based organizations: the role of knowledge transfer between commercial and operational teams56
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects54
From accidental project manager to intentional project leader: A reset whose time has come50
Projecting for sustainability transitions: Contrasting two types of project-oriented agency49
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation48
Projecting for sustainability transitions46
Digital pathways in project communication: A process study of community engagement44
Editorial Board43
Asking the right questions: The role of reflection for learning in and between projects43
Conceptualizing semi-temporary project networks through actor roles in smart city innovation41
A process–oriented framework to measure development performance and success of megaprojects40
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy39
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
The co-creation of value by public and private actors in the front end of urban development projects37
The “re-meaning” of project success: Updating and recalibrating for a modern project management36
Knowledge governance mechanisms and regulatory focus effects on online collective knowledge sharing in project teams36
Unpacking technical-political interweaving and the dual role of information technology in project collaboration35
Editorial Board35
How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital35
Orchestrated reciprocity over equilibrium: How relational behavior and task conflict configure pathways to relationship quality in inter-organizational projects34
The human factor in agility: Exploring employee dedication in agile project organizations34
On cost, over time: How Scandinavian transport infrastructure challenges conventional understanding of project delivery performance33
Does entrepreneurial project monitoring and controlling process matter in social enterprises? Evidence from a developing African country33
Editorial Board32
Measuring project team performance: A review and conceptualization32
Narratives and counter-narratives in sustainability transitions: A study on the Port of Rotterdam from a multi-level perspective31
Call for papers: Digitalisation of and by projects: A sociotechnical perspective on the consequences for project work31
Considering alternatives to megaprojects for a sustainable future with degrowth principles31
Call for papers: Rethinking time in projects: Temporal practices, rhythms, and futures in temporary organizing30
The first impression counts: The essentials of writing a convincing introduction30
Tied islands: The role of organizational members in knowledge transfer across strategic projects30
Call for papers: The transformational role of philosophy in project management29
Value exchanges within stakeholder networks throughout a megaproject's lifecycle29
Client management in the project domain: towards conceptual integration using cross-disciplinary research28
Editorial Board28
Editorial Board28
Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem25
Sixty years of project management: responsible stewardship25
Taming time: How inclusive leadership mitigates temporal conflict and time stress in IT projects25
Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments25
Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes24
The dynamics of systems integration: Balancing stability and change on London's Crossrail project24
When project outcomes matter: Organizational integration in managing long-term target benefits23
Call for Papers: Towards Stronger Theorising of Temporary Organising21
Multi-project management in inter-organizational contexts21
Editorial Board21
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China20
Behavioral barriers to sustainable action in project management and how to overcome them20
Making societal impact matter: Reconciling project and public value20
Understanding the causes of work overload in multi-project organizations: A multilevel perspective20
Ethical performance of construction project management team: Development and validation of a multidimensional measure20
Change in a project-based organization: The mutual shaping of institutional logics and change programs19
From outputs to outcomes: Meeting a threshold of short-term project management success as a necessary condition for achieving long-term impact19
Broadening project studies to address sustainability transitions: Conceptual suggestions and crossovers with socio-technical transitions research18
Editorial Board18
Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects18
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives18
The performance effects of optimistic and pessimistic project status reporting behavior18
Projecting for circularity in sustainability transitions: The case of wind turbines18
The project is dead. Long live the project18
How entrepreneurial orientation influences project portfolio success: The roles of ideation portfolio management and firm size17
A project-as-practice perspective on helping behavior and reciprocity in an inter-organizational project17
Editorial Board17
Project management as root capability: Huawei’s digital transformation in a changing world16
Editorial Board16
Risk factor prioritization in infrastructure handover to operations16
Complements or substitutes? Recipes of contract design, contract enforcement, and trust for enhanced project performance16
Antecedents to bounce forward: A case study tracing the resilience of inter-organisational projects in the face of disruptions16
Editorial Board15
Projects as drivers of sustainability: How the adoption of the reuse principle affects the front-end of a construction project15
Editorial Board15
The ‘invisible hand’ of institutional logics on professionalizing project management amid increasing projectification15
Editorial Board15
Understanding project management performance using a comparative overrun measure14
Cultivating crisis research in project studies: Insights from management and organisation studies by Christine Pearson14
Toward a systematic understanding of megaproject improvisation14
Governance patterns of environmental, social and governance practices in megaprojects14
Exploring the dynamics of project failure and organizational learning in project-based firms: A study in the U.S. film industry14
Projects as interventions14
Editorial Board14
The Relevance of Responsible Research for Project Scholars: Project Research as a Service to Society13
Ready, steady, repeat: Unravelling repetition and its potential benefits within public construction programs13
Caring beyond compliance: how social procurement professionals reshape relational norms in construction projects13
Editorial Board13
AI readiness is not enough: Towards purpose-led AI governance in projects13
From complexity responses to enacted practice: Mindfulness as a multi-level metacognitive capability in project leadership12
An essay on deprojectification: Drivers and consequences12
Developing new knowledge: A virtual collection of project management review articles12
Managing large-scale projects: Unpacking the role of project memory12
Enhancing project managers’ strategy commitment by leader-leader exchange: The role of psychological empowerment and organizational identification12
Political ecology perspective for a new way of understanding stakeholders and value in infrastructure projects12
Editorial Board12
Editorial Board12
Not all project ambiguity is equal: A typology of project ambiguity and implications for its management12
Beneficiary participation is an imperative, not an option, but does it really work in international development projects?12
Design science research and the co-creation of project management knowledge11
Coming to terms with project success: Current perspectives and future challenges11
Enacting project resilience: Insights from Uruguayan air force flight 571′s crash in the Andes11
Turning narratives into collective action through projects11
Projectification without projects? Theorizing temporal structures of agile-based organizing11
Editorial Board11
Cracking the megaproject puzzle: A stakeholder perspective?10
Performance measurement in new product development projects: findings from successful small and medium enterprises10
Strategic responses to external stakeholder influences10
How organisational and team climates foster design thinking for project success10
Projectification by demand. Macro and micro level projectification in the Norwegian offshore construction industry, 1970-200010
Is this How Big Things Get Done?9
The interplay of formal integrative mechanisms and relational norms in project collaboration9
The local government project: A matchmaker or a troublemaker?9
Examining owners’ and contractors’ motivations to participate in collaborative risk management of mega infrastructure projects9
Will the past guide us? Towards more reflective research on projects9
Design flexibility in managing infrastructure projects: Contributing factors and research avenues9
Organisation design in megaprojects: A systematic literature review and research agenda8
Editorial Board8
Multi-level perspective framework in macro project studies: Towards a complex project organizing approach to sustainability transitions8
Public project success? Measuring the nuances of success through ex post evaluation8
Leveraging generative AI for project management: The role of mindfulness and job crafting8
Organizing coopetitive tensions: Collaborative consumption in project ecologies8
Using nudges to realize project performance management8
There’s people in there! On Daniel Kahneman’s enduring impact8
Does project management matter? The relationship between project management effort, complexity, and profitability8
How projects co-create value with stakeholders: The role of ideology and inquiry in spanning the temporary-permanent boundary7
Empowering future leaders: The interplay between shared leadership in projects and leadership development of project professionals7
Stakeholder engagement: Theoretical and methodological directions for project scholarship7
Editorial Board7
Grandstanding? The elusive process of shaping megaproject symbolism7
Facilitating and improving learning in projects: Evidence from a lean approach7
Editorial Board7
Researching, writing, reflecting7
Owners managing the commercial interface on complex projects: A pluralistic theoretical perspective7
IJPM invites special paper collections proposals 20266
How partners’ knowledge base and complexity are related to innovative project success: The roles of trust and trust capability of partners6
Editorial Board6
Kahneman's legacy in project management: Improving decision-making and performance6
Boundary work in a project-based organization: Flow across interdependent boundaries in interorganizational programs6
Call for papers: Lifecycles, processes, and practices in strategic projects and programs6
Understanding legitimacy construction through online community discourse in megaprojects: evidence from the Lyon–Turin megaproject6
Demolishers or ‘material experts’? Project actors negotiating changing roles in sustainable projects6
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