OOIR: Observatory of International Research

Papers

(The median citation count of International Journal of Project Management is 7. 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 2021-06-01 to 2025-06-01.)

Article	Citations
Forty years of organizational behaviour research in project management	142
Benefits realisation in an agile environment	117
Performance measurement methods in megaprojects: An analytical review	74
Unveiling complex relational behavior in megaprojects: A qualitative-quantitative network approach	56
Agency relationships of project-based firms	55
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms	54
The role of mindfulness in the management of projects: Potential opportunities in research and practice	53
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies	50
Editorial Board	49
Editorial Board	49
Resilience and creative problem-solving capacities in project teams: A relational view	46
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end	45
Asking the right questions: The role of reflection for learning in and between projects	43
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects	43
Projecting for sustainability transitions	43
Sustainability Transitions: Contrasting Two Types of Project-Oriented Agency	42
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects	40
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation	39
Examining the transition to agile practices with information technology projects: Agile teams and their experience of accountability	39
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy	38
Editorial Board	37
The co-creation of value by public and private actors in the front end of urban development projects	37
Aligning stakeholders perceptions of project performance: The contribution of Business Realisation Management	34
A process–oriented framework to measure development performance and success of megaprojects	34
The “re-meaning” of project success: Updating and recalibrating for a modern project management	34

Editorial Board	34
Enabling projects for strategic implementation: Role of designated project manager in CEO-TMT interface during project front-end investment decisions	33
Does entrepreneurial project monitoring and controlling process matter in social enterprises? Evidence from a developing African country	32
The human factor in agility: Exploring employee dedication in agile project organizations	32
Measuring project team performance: A review and conceptualization	32
How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital	31
The first impression counts: The essentials of writing a convincing introduction	31
Editorial Board	31
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
Avoiding the inflection point: Project management theory and research after 40 years	30
Value exchanges within stakeholder networks throughout a megaproject's lifecycle	29
Studying Projects Processually	28
Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes	28
When project outcomes matter: Organizational integration in managing long-term target benefits	28
Modeling strategic alignment in project networks	27
Multi-project management in inter-organizational contexts	27
The dynamics of systems integration: Balancing stability and change on London's Crossrail project	27
Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem	26
Power in news media: Framing strategies and effects in infrastructure projects	25
Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments	25
Issues and challenges impacting the successful management of agile-hybrid projects: A grounded theory approach	25
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	25
Introduction–A special section in honor of Peter Morris	24
Change in a project-based organization: The mutual shaping of institutional logics and change programs	24
Editorial Board	23
Acquisitions as programs: The role of sensemaking and sensegiving	23
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China	23
Editorial Board	23
Broadening project studies to address sustainability transitions: Conceptual suggestions and crossovers with socio-technical transitions research	22
The project is dead. Long live the project	22
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives	22
The performance effects of optimistic and pessimistic project status reporting behavior	22
Integration of an exploration program with its parent organization: A lifecycle perspective	21
Engaging the organizational field: The case of project practices in a construction firm to contribute to an emerging economy	21
A project-as-practice perspective on helping behavior and reciprocity in an inter-organizational project	21
Project team resilience: The effect of group potency and interpersonal trust	20
How Entrepreneurial Orientation Influences Project Portfolio Success: The Roles of Ideation Portfolio Management and Firm Size	20
Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects	20
Temporal structuring in project organizing: A narrative perspective	20
Editorial Board	20
What Peter Morris's books meant to me: An Amarcord	20
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	20
Risk factor prioritization in infrastructure handover to operations	19
Enriching the concept of authentic leadership in project-based organisations through the lens of life-stories and self-identities	19
Projects as drivers of sustainability: How the adoption of the reuse principle affects the front-end of a construction project	19
Antecedents to bounce forward: A case study tracing the resilience of inter-organisational projects in the face of disruptions	19
Complements or substitutes? Recipes of contract design, contract enforcement, and trust for enhanced project performance	18
Impacts of knowledge expectations on recipients’ continuous cross-project learning intention	18
Success Management – From theory to practice	18

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