International Journal of Project Management

Papers
(The TQCC of International Journal of Project Management is 15. 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 2020-04-01 to 2024-04-01.)
ArticleCitations
The factors influencing the success of on-going agile software development projects102
Publishing quantitative papers with rigor and transparency80
Agile practices and performance: Examining the role of psychological empowerment78
Shared leadership and project success: The roles of knowledge sharing, cohesion and trust in the team75
Management of project portfolios: Relationships of project portfolios with their contexts69
Individual, project and organizational learning flows within a global project-based organization: exploring what, how and who62
Collaboration and opportunism in megaproject alliance contracts: The interplay between governance, trust and culture47
Coping with uncertainty: Knowledge sharing in new product development projects44
Exploring variety in factors that stimulate project managers to address sustainability issues43
The organisational architecture of megaprojects42
Exploring the enabling effects of project management for SMEs in adopting open innovation – A framework for partner search and selection in open innovation projects41
The “re-meaning” of project success: Updating and recalibrating for a modern project management41
Project team resilience: The effect of group potency and interpersonal trust41
Project portfolio management information systems’ positive influence on performance – the importance of process maturity40
Trust in megaprojects: A comprehensive literature review of research trends39
Configurations of project management practices to enhance the performance of open innovation R&D projects39
Cross-learning between project management and international development: Analysis and research agenda37
Impacts of risk allocation on conflict negotiation costs in construction projects: Does managerial control matter?36
The integration of social capital and knowledge management – The key challenge for international development and cooperation projects of nonprofit organizations36
Towards a ‘New Project Management’ movement? An international development perspective35
What about the people? Micro-foundations of open innovation in megaprojects35
Benefits management in university-industry collaboration programs35
Owner challenges on major projects: The case of UK government34
Designing case study research34
Issues and challenges impacting the successful management of agile-hybrid projects: A grounded theory approach32
Mapping the knowledge domain of stakeholder perspective studies in construction projects: A bibliometric approach32
Studying Projects Processually31
Exploring the critical nexus between authoritarian leadership, project team member's silence and multi-dimensional success in a state-owned mega construction project31
Crowdsourcing as a service – from pilot projects to sustainable innovation routines30
Relationship quality in construction projects: A subcontractor perspective of principal contractor relationships29
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects29
Institutional projects and contradictory logics: Responding to complexity in institutional field change29
Structuring inter-organizational R&D projects: Towards a better understanding of the project architecture as an interplay between activity coordination and knowledge integration28
The institutional shaping of global megaprojects: The case of the Lyon-Turin high-speed railway28
Identifying the antecedents of megaproject crises in China28
Emerging strategy recognition in agile portfolios27
The institutional drivers of social procurement implementation in Australian construction projects27
Resilience and creative problem-solving capacities in project teams: A relational view27
Governing behavioral integration of top management team in megaprojects: A social capital perspective27
Organizational practices that enable and disable knowledge transfer: The case of a public sector project-based organization25
Does project management matter? The relationship between project management effort, complexity, and profitability24
Similar but different? The influence of job satisfaction, organizational commitment and person-job fit on individual performance in the continuum between permanent and temporary organizations24
Organisational capabilities and project organising research23
The mediating effects of cognitive conflict and affective conflict on the relationship between new product development task uncertainty and performance23
Organisational routines in multi-project contexts: Coordinating in an urban development project ecology23
A psychological contract perspective of vertical and distributed leadership in project-based organizations23
Investigating perspective taking when infrastructure megaproject teams engage local communities: Navigating tensions and balancing perspectives23
The effect of commitment differentiation on integrated project delivery team dynamics: The critical roles of goal alignment, communication behaviors, and decision quality23
‘Filling the mattress’: Trust development in the governance of infrastructure megaprojects23
Narrative interactions: How project-based firms respond to Government narratives of innovation22
The role of task conflict in cooperative innovation projects: An organizational learning theory perspective22
The role of decision makers’ use of visualizations in project portfolio decision making22
Project manager's emotional intelligence and project performance: The mediating role of project commitment22
Making sense of a governance framework for megaprojects: The challenge of finding equilibrium22
A person-environment-fit-model for temporary organizations - Antecedents for temporary working settings21
Trajectories towards balancing value creation and capture: Resolution paths and tension loops in open innovation projects21
Practices of isolation: The shaping of project autonomy in innovation projects20
Balancing knowledge sharing with protecting: The efficacy of formal control in open innovation projects20
Labyrinth of labels: Narrative constructions of promoters and protesters in megaprojects20
Managing project sustainability in the extractive industries: Towards a reciprocity framework for community engagement19
The grand challenge: Effective anti-corruption measures in projects19
Types and functions of special purpose vehicles in infrastructure megaprojects19
The multiplicity of value in the front-end of projects: The case of London transportation infrastructure19
Psychological distress and project success: The moderating role of employees’ resilience and mindfulness19
Success Management – From theory to practice19
Asymmetric legitimacy perception across megaproject stakeholders: The case of the Fehmarnbelt Fixed Link18
A Meta-theoretical framework for theory building in project management18
Reporting case studies for making an impact18
The recursive interaction of institutional fields and managerial legitimation in large-scale projects18
Rethinking project governance: Incorporating contextual and practice-based views18
Working time in multi-project settings: How project workers manage work overload17
Benefits realisation in an agile environment17
Very important, yet very neglected: Where do local communities stand when examining social sustainability in major construction projects?17
Organising for infrastructure development programmes: Governing internal logic multiplicity across organisational spaces17
From open innovation projects to open innovation project management capabilities: A process-based approach17
Organizing for knowledge creation in a strategic interorganizational innovation project16
Tackling grand challenges with projects: Five insights and a research agenda for project management theory and practice16
A ‘stranger’ in the making of strategy: A process perspective of project portfolio management in a pharmaceutical firm16
The dynamics of repairing multi-project control practice: a project governance viewpoint16
Playing chess or playing poker? Assessment of uncertainty propagation in open innovation projects16
Tensions in governing megaprojects: How different types of ties shape project relationship quality?15
The impact of a challenging work environment: Do job stressors benefit citizenship behavior of project managers?15
Mechanisms for protecting returns on private investments in public infrastructure projects15
Mitigating the negative performance effect of project complexity through an informal mechanism: The conditional mediating role of knowledge hiding15
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