OOIR: Observatory of International Research

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 2022-08-01 to 2026-08-01.)

Article	Citations
Editorial Board	212
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms	108
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies	89
The role of mindfulness in the management of projects: Potential opportunities in research and practice	74
An ecosystem perspective of programme commercial strategy: the case of railway infrastructure renewal in Denmark from 1991–2024	69
Performance measurement methods in megaprojects: An analytical review	63
Editorial Board	58
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end	58
Editorial Board	57
Enhancing sensing capabilities in project-based organizations: the role of knowledge transfer between commercial and operational teams	56
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects	54
From accidental project manager to intentional project leader: A reset whose time has come	50
Projecting for sustainability transitions: Contrasting two types of project-oriented agency	49
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation	48
Projecting for sustainability transitions	46
Digital pathways in project communication: A process study of community engagement	44
Asking the right questions: The role of reflection for learning in and between projects	43
Editorial Board	43
Conceptualizing semi-temporary project networks through actor roles in smart city innovation	41
A process–oriented framework to measure development performance and success of megaprojects	40
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	39
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy	39
The co-creation of value by public and private actors in the front end of urban development projects	37
Knowledge governance mechanisms and regulatory focus effects on online collective knowledge sharing in project teams	36
The “re-meaning” of project success: Updating and recalibrating for a modern project management	36

How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital	35
Unpacking technical-political interweaving and the dual role of information technology in project collaboration	35
Editorial Board	35
The human factor in agility: Exploring employee dedication in agile project organizations	34
Orchestrated reciprocity over equilibrium: How relational behavior and task conflict configure pathways to relationship quality in inter-organizational projects	34
On cost, over time: How Scandinavian transport infrastructure challenges conventional understanding of project delivery performance	33
Does entrepreneurial project monitoring and controlling process matter in social enterprises? Evidence from a developing African country	33
Measuring project team performance: A review and conceptualization	32
Editorial Board	32
Considering alternatives to megaprojects for a sustainable future with degrowth principles	31
Narratives and counter-narratives in sustainability transitions: A study on the Port of Rotterdam from a multi-level perspective	31
Call for papers: Digitalisation of and by projects: A sociotechnical perspective on the consequences for project work	31
The first impression counts: The essentials of writing a convincing introduction	30
Tied islands: The role of organizational members in knowledge transfer across strategic projects	30
Call for papers: Rethinking time in projects: Temporal practices, rhythms, and futures in temporary organizing	30
Value exchanges within stakeholder networks throughout a megaproject's lifecycle	29
Call for papers: The transformational role of philosophy in project management	29
Editorial Board	28
Client management in the project domain: towards conceptual integration using cross-disciplinary research	28
Editorial Board	28
Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments	25
Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem	25
Sixty years of project management: responsible stewardship	25
Taming time: How inclusive leadership mitigates temporal conflict and time stress in IT projects	25
The dynamics of systems integration: Balancing stability and change on London's Crossrail project	24
Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes	24
When project outcomes matter: Organizational integration in managing long-term target benefits	23
Editorial Board	21
Call for Papers: Towards Stronger Theorising of Temporary Organising	21
Multi-project management in inter-organizational contexts	21
Understanding the causes of work overload in multi-project organizations: A multilevel perspective	20
Ethical performance of construction project management team: Development and validation of a multidimensional measure	20
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China	20
Behavioral barriers to sustainable action in project management and how to overcome them	20
Making societal impact matter: Reconciling project and public value	20
From outputs to outcomes: Meeting a threshold of short-term project management success as a necessary condition for achieving long-term impact	19
Change in a project-based organization: The mutual shaping of institutional logics and change programs	19
Projecting for circularity in sustainability transitions: The case of wind turbines	18
The project is dead. Long live the project	18
Broadening project studies to address sustainability transitions: Conceptual suggestions and crossovers with socio-technical transitions research	18
Editorial Board	18
Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects	18
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives	18
The performance effects of optimistic and pessimistic project status reporting behavior	18
A project-as-practice perspective on helping behavior and reciprocity in an inter-organizational project	17
Editorial Board	17
How entrepreneurial orientation influences project portfolio success: The roles of ideation portfolio management and firm size	17
Complements or substitutes? Recipes of contract design, contract enforcement, and trust for enhanced project performance	16
Antecedents to bounce forward: A case study tracing the resilience of inter-organisational projects in the face of disruptions	16
Project management as root capability: Huawei’s digital transformation in a changing world	16

Editorial Board	16
Risk factor prioritization in infrastructure handover to operations	16