International Journal of Project Management

Papers
(The TQCC of International Journal of Project Management is 16. 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 2022-06-01 to 2026-06-01.)
ArticleCitations
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms193
Editorial Board104
Performance measurement methods in megaprojects: An analytical review84
An ecosystem perspective of programme commercial strategy: the case of railway infrastructure renewal in Denmark from 1991–202469
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies63
The role of mindfulness in the management of projects: Potential opportunities in research and practice59
Editorial Board58
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end55
Editorial Board54
Digital pathways in project communication: A process study of community engagement51
Enhancing sensing capabilities in project-based organizations: the role of knowledge transfer between commercial and operational teams50
From accidental project manager to intentional project leader: A reset whose time has come49
Asking the right questions: The role of reflection for learning in and between projects48
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation45
Projecting for sustainability transitions: Contrasting two types of project-oriented agency45
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects43
Projecting for sustainability transitions43
Editorial Board43
Knowledge governance mechanisms and regulatory focus effects on online collective knowledge sharing in project teams42
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 40
The co-creation of value by public and private actors in the front end of urban development projects39
Conceptualizing semi-temporary project networks through actor roles in smart city innovation38
Aligning stakeholders perceptions of project performance: The contribution of Business Realisation Management37
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy35
A process–oriented framework to measure development performance and success of megaprojects35
The “re-meaning” of project success: Updating and recalibrating for a modern project management35
How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital33
Unpacking technical-political interweaving and the dual role of information technology in project collaboration31
Editorial Board31
The human factor in agility: Exploring employee dedication in agile project organizations30
Measuring project team performance: A review and conceptualization30
Considering alternatives to megaprojects for a sustainable future with degrowth principles30
On cost, over time: How Scandinavian transport infrastructure challenges conventional understanding of project delivery performance30
Does entrepreneurial project monitoring and controlling process matter in social enterprises? Evidence from a developing African country30
Editorial Board30
Orchestrated reciprocity over equilibrium: How relational behavior and task conflict configure pathways to relationship quality in inter-organizational projects30
Narratives and counter-narratives in sustainability transitions: A study on the Port of Rotterdam from a multi-level perspective29
Call for papers: Digitalisation of and by projects: A sociotechnical perspective on the consequences for project work29
The first impression counts: The essentials of writing a convincing introduction28
Tied islands: The role of organizational members in knowledge transfer across strategic projects28
Value exchanges within stakeholder networks throughout a megaproject's lifecycle28
Call for papers: Rethinking time in projects: Temporal practices, rhythms, and futures in temporary organizing27
When project outcomes matter: Organizational integration in managing long-term target benefits26
Editorial Board26
Call for papers: The transformational role of philosophy in project management26
Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments25
Taming time: How inclusive leadership mitigates temporal conflict and time stress in IT projects25
Client management in the project domain: towards conceptual integration using cross-disciplinary research24
Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem24
The dynamics of systems integration: Balancing stability and change on London's Crossrail project24
Editorial Board24
Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes24
Multi-project management in inter-organizational contexts23
Modeling strategic alignment in project networks23
Call for Papers: Towards Stronger Theorising of Temporary Organising21
Sixty years of project management: responsible stewardship21
Editorial Board20
From outputs to outcomes: Meeting a threshold of short-term project management success as a necessary condition for achieving long-term impact20
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China19
Making societal impact matter: Reconciling project and public value19
Ethical performance of construction project management team: Development and validation of a multidimensional measure19
Change in a project-based organization: The mutual shaping of institutional logics and change programs19
Behavioral barriers to sustainable action in project management and how to overcome them19
The performance effects of optimistic and pessimistic project status reporting behavior19
Editorial Board18
Broadening project studies to address sustainability transitions: Conceptual suggestions and crossovers with socio-technical transitions research18
The project is dead. Long live the project18
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives18
Projecting for circularity in sustainability transitions: The case of wind turbines18
A project-as-practice perspective on helping behavior and reciprocity in an inter-organizational project17
Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects17
How entrepreneurial orientation influences project portfolio success: The roles of ideation portfolio management and firm size17
Integration of an exploration program with its parent organization: A lifecycle perspective17
Editorial Board16
Projects as drivers of sustainability: How the adoption of the reuse principle affects the front-end of a construction project16
Antecedents to bounce forward: A case study tracing the resilience of inter-organisational projects in the face of disruptions16
Risk factor prioritization in infrastructure handover to operations16
Complements or substitutes? Recipes of contract design, contract enforcement, and trust for enhanced project performance16
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