International Journal of Project Management

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.)
ArticleCitations
Editorial Board135
Agency relationships of project-based firms114
Forty years of organizational behaviour research in project management72
Benefits realisation in an agile environment71
Unveiling complex relational behavior in megaprojects: A qualitative-quantitative network approach60
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies58
The role of mindfulness in the management of projects: Potential opportunities in research and practice54
Performance measurement methods in megaprojects: An analytical review53
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms50
Editorial Board49
Editorial Board49
Prior and governed stakeholder relationships: The key to resilience of inter-organizational projects47
Resilience and creative problem-solving capacities in project teams: A relational view46
Projecting for sustainability transitions45
Asking the right questions: The role of reflection for learning in and between projects44
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation42
Examining the transition to agile practices with information technology projects: Agile teams and their experience of accountability42
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end41
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects41
A process–oriented framework to measure development performance and success of megaprojects39
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy39
The “re-meaning” of project success: Updating and recalibrating for a modern project management37
Aligning stakeholders perceptions of project performance: The contribution of Business Realisation Management37
The co-creation of value by public and private actors in the front end of urban development projects37
Editorial Board37
Editorial Board36
How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital34
Measuring project team performance: A review and conceptualization34
Enabling projects for strategic implementation: Role of designated project manager in CEO-TMT interface during project front-end investment decisions33
The human factor in agility: Exploring employee dedication in agile project organizations33
Editorial Board32
Avoiding the inflection point: Project management theory and research after 40 years32
Does entrepreneurial project monitoring and controlling process matter in social enterprises? Evidence from a developing African country32
The first impression counts: The essentials of writing a convincing introduction32
Considering alternatives to megaprojects for a sustainable future with degrowth principles30
Tied islands: The role of organizational members in knowledge transfer across strategic projects30
Value exchanges within stakeholder networks throughout a megaproject's lifecycle30
Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes29
Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments29
When project outcomes matter: Organizational integration in managing long-term target benefits29
Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem29
The dynamics of systems integration: Balancing stability and change on London's Crossrail project28
Power in news media: Framing strategies and effects in infrastructure projects28
Multi-project management in inter-organizational contexts27
Modeling strategic alignment in project networks27
Studying Projects Processually27
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 event27
Introduction–A special section in honor of Peter Morris26
Issues and challenges impacting the successful management of agile-hybrid projects: A grounded theory approach26
Change in a project-based organization: The mutual shaping of institutional logics and change programs25
The project is dead. Long live the project25
Editorial Board25
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China25
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives24
The organisational architecture of megaprojects23
The performance effects of optimistic and pessimistic project status reporting behavior23
Broadening project studies to address sustainability transitions: Conceptual suggestions and crossovers with socio-technical transitions research23
Similar but different? The influence of job satisfaction, organizational commitment and person-job fit on individual performance in the continuum between permanent and temporary organizations22
A project-as-practice perspective on helping behavior and reciprocity in an inter-organizational project22
What Peter Morris's books meant to me: An Amarcord22
Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects22
Acquisitions as programs: The role of sensemaking and sensegiving22
Engaging the organizational field: The case of project practices in a construction firm to contribute to an emerging economy22
Integration of an exploration program with its parent organization: A lifecycle perspective21
Project team resilience: The effect of group potency and interpersonal trust21
Temporal structuring in project organizing: A narrative perspective21
Editorial Board20
Impacts of knowledge expectations on recipients’ continuous cross-project learning intention20
Formation of inter-project ties from the sender–recipient perspective: Roles of task interdependence and functional interdependence19
Projects as drivers of sustainability: How the adoption of the reuse principle affects the front-end of a construction project19
Success Management – From theory to practice19
Editorial Board19
Complements or substitutes? Recipes of contract design, contract enforcement, and trust for enhanced project performance19
Antecedents to bounce forward: A case study tracing the resilience of inter-organisational projects in the face of disruptions19
Risk factor prioritization in infrastructure handover to operations19
Enriching the concept of authentic leadership in project-based organisations through the lens of life-stories and self-identities19
Editorial Board18
Field-configuring projects: How projects shape the public reflection of electric mobility in Germany18
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