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 2021-02-01 to 2025-02-01.)
ArticleCitations
Editorial Board101
Change in a project-based organization: The mutual shaping of institutional logics and change programs99
Editorial Board73
Managing large-scale projects: Unpacking the role of project memory59
Benefits realisation in an agile environment54
Making shared leadership work: The importance of trust in project-based organisations54
A pragmatist perspective on front-end project organizing: The case of refurbishment of the Palace of Westminster52
Editorial Board49
Managing divestments as projects: Benefits of stakeholder orientation47
researcher_academy_210x28045
Editorial Board43
Naturalistic decision making and decision drivers in the front end of complex projects42
Introduction–A special section in honor of Peter Morris40
Performance measurement in project management38
The role of mindfulness in the management of projects: Potential opportunities in research and practice37
International technology transfer through projects: A social construction of technology perspective37
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China37
The multiplicity of value in the front-end of projects: The case of London transportation infrastructure36
How do institutional pressures moderate the impacts of relational governance on the performance of international projects? An empirical assessment35
Forty years of organizational behaviour research in project management35
Unveiling complex relational behavior in megaprojects: A qualitative-quantitative network approach34
The impact of multiple project team membership on individual and team learning: A micro-meso multi-level empirical study33
Understanding project resilience: Designed, cultivated or emergent?33
Celebrating the power of projects and their management32
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms32
Managerial agency (re)producing project governance structure and context: Public-private partnerships in the Netherlands31
Balancing on a tightrope: Coping with concurrent institutional logics in project business31
Navigating among islands of certainty: Coordinating as communicative practices of temporary organizations experiencing crisis31
Project, program and portfolio management as modes of organizing: Theorising at the intersection between mergers and acquisitions and project studies30
Coevolution of relationship networks and resistance behaviors for building information modeling implementation in construction projects29
Unraveling local relationship patterns in project networks: A network motif approach29
Effect of social identification on ego depletion of project managers: The role of project tasks and project complexity28
Exploring the enabling effects of project management for SMEs in adopting open innovation – A framework for partner search and selection in open innovation projects28
Playing chess or playing poker? Assessment of uncertainty propagation in open innovation projects28
Turning narratives into collective action through projects28
Agency relationships of project-based firms27
Moving goals and governance in megaprojects27
The Megaproject-based Firm: Building programme management capability to deliver megaprojects26
Coming to terms with project success: Current perspectives and future challenges26
Performance measurement methods in megaprojects: An analytical review26
Design science research and the co-creation of project management knowledge25
Corrigendum to “The “re-meaning” of project success: Updating and recalibrating for a modern project management” [International Journal of Project Management, 40(7), 835-848]25
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies25
Empowering project team to perform: Directive and facilitative antecedents25
Organising for infrastructure development programmes: Governing internal logic multiplicity across organisational spaces25
Struggling with strategizing in public client organisations: Managing strategic projects in inter-organisational contexts24
Balancing knowledge sharing with protecting: The efficacy of formal control in open innovation projects23
Paid ad - A4_awards_Belgrade_print23
Enacting Project Resilience: Insights from Uruguayan Air Force Flight 571′s Crash in the Andes23
Asking the right questions: The role of reflection for learning in and between projects23
Editorial Board23
The stress-inducing potential of inclusive leadership: Does resilience help?23
atlas_research_210x28023
Editorial Board22
Editorial Board22
Editorial Board21
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects21
Project governance interface and owner organizational identity: The Venice Biennale case21
Will the past guide us? Towards more reflective research on projects20
HOLEY MOLEY, the poppycock syndrome, and academic drift20
Is this How Big Things Get Done?19
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end19
Performance measurement in new product development projects: findings from successful small and medium enterprises19
Shared and fragmented understandings in interorganizational IT project teams: An interpretive case study19
Construction project management fiction: Individual values18
Call for papers: Project stakeholder management18
Editorial Board18
Configurations of project management practices to enhance the performance of open innovation R&D projects17
In favor or against: The influence of skeptical stakeholders in urban innovation projects for green transformation17
Cracking the megaproject puzzle: A stakeholder perspective?17
Stakeholder perceptions of uncertainty matter in megaprojects: The Flemish A102 infrastructure project17
Microfoundations of project portfolio regulation in joint university-industry laboratories17
Measuring sense of place in project environments to promote positive mental wellbeing17
Editorial Board16
Strategic responses to external stakeholder influences16
Exploring the patterns of convergence and divergence in the development of major infrastructure projects16
Resilience and creative problem-solving capacities in project teams: A relational view16
Neither a descriptive narrative of the past nor an un-reflexive account of its production should guide us16
Cross-national collaboration in strategic transport projects: The impact on benefits realization16
The organisational architecture of megaprojects15
Understanding multiple crises unfolding within megaprojects: Crises’ interdependencies, responses, and outcomes15
Exploring the critical nexus between authoritarian leadership, project team member's silence and multi-dimensional success in a state-owned mega construction project15
The project is dead. Long live the project15
The performance effects of optimistic and pessimistic project status reporting behavior15
Acquisitions as programs: The role of sensemaking and sensegiving15
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