OOIR: Observatory of International Research

Papers

(The TQCC of International Journal of Project Management is 18. 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 2021-05-01 to 2025-05-01.)

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
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects	41
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end	41
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy	39
A process–oriented framework to measure development performance and success of megaprojects	39
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
The “re-meaning” of project success: Updating and recalibrating for a modern project management	37

Editorial Board	36
Measuring project team performance: A review and conceptualization	34
How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital	34
Enabling projects for strategic implementation: Role of designated project manager in CEO-TMT interface during project front-end investment decisions	33
The human factor in agility: Exploring employee dedication in agile project organizations	33
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
The first impression counts: The essentials of writing a convincing introduction	32
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
Value exchanges within stakeholder networks throughout a megaproject's lifecycle	30
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
Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem	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
Editorial Board	25
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China	25
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
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives	24
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
The organisational architecture of megaprojects	23
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
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
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
Temporal structuring in project organizing: A narrative perspective	21
Editorial Board	20
Impacts of knowledge expectations on recipients’ continuous cross-project learning intention	20
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

Enriching the concept of authentic leadership in project-based organisations through the lens of life-stories and self-identities	19
Editorial Board	18
Field-configuring projects: How projects shape the public reflection of electric mobility in Germany	18