OOIR: Observatory of International Research

Papers

(The TQCC of International Journal of Project Management is 17. 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 2022-05-01 to 2026-05-01.)

Article	Citations
Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms	188
An ecosystem perspective of programme commercial strategy: the case of railway infrastructure renewal in Denmark from 1991–2024	99
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies	81
The role of mindfulness in the management of projects: Potential opportunities in research and practice	68
Editorial Board	62
Editorial Board	55
Benefits realisation in an agile environment	55
Performance measurement methods in megaprojects: An analytical review	55
Asking the right questions: The role of reflection for learning in and between projects	53
Projecting for sustainability transitions	52
Editorial Board	49
So many projects, so little result: The self-perpetuating cycle of inter-institutional projects	49
From accidental project manager to intentional project leader: A reset whose time has come	48
Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end	44
The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation	43
Digital pathways in project communication: A process study of community engagement	42
Enhancing sensing capabilities in project-based organizations: the role of knowledge transfer between commercial and operational teams	41
Knowledge governance mechanisms and regulatory focus effects on online collective knowledge sharing in project teams	41
Projecting for sustainability transitions: Contrasting two types of project-oriented agency	41
Editorial Board	41
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
A process–oriented framework to measure development performance and success of megaprojects	39
Aligning stakeholders perceptions of project performance: The contribution of Business Realisation Management	39
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy	37
The co-creation of value by public and private actors in the front end of urban development projects	35

The “re-meaning” of project success: Updating and recalibrating for a modern project management	35
Conceptualizing semi-temporary project networks through actor roles in smart city innovation	35
Editorial Board	33
Unpacking technical-political interweaving and the dual role of information technology in project collaboration	33
How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital	33
Measuring project team performance: A review and conceptualization	32
Orchestrated reciprocity over equilibrium: How relational behavior and task conflict configure pathways to relationship quality in inter-organizational projects	32
The human factor in agility: Exploring employee dedication in agile project organizations	32
On cost, over time: How Scandinavian transport infrastructure challenges conventional understanding of project delivery performance	30
Editorial Board	30
Considering alternatives to megaprojects for a sustainable future with degrowth principles	30
Does entrepreneurial project monitoring and controlling process matter in social enterprises? Evidence from a developing African country	30
The first impression counts: The essentials of writing a convincing introduction	30
When project outcomes matter: Organizational integration in managing long-term target benefits	29
Call for papers: Digitalisation of and by projects: A sociotechnical perspective on the consequences for project work	29
Value exchanges within stakeholder networks throughout a megaproject's lifecycle	29
Tied islands: The role of organizational members in knowledge transfer across strategic projects	29
Narratives and counter-narratives in sustainability transitions: A study on the Port of Rotterdam from a multi-level perspective	29
Call for papers: The transformational role of philosophy in project management	28
Editorial Board	27
Taming time: How inclusive leadership mitigates temporal conflict and time stress in IT projects	27
Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments	27
Modeling strategic alignment in project networks	27
Editorial Board	27
Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem	26
Multi-project management in inter-organizational contexts	26
Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes	25
Client management in the project domain: towards conceptual integration using cross-disciplinary research	25
Call for Papers: Towards Stronger Theorising of Temporary Organising	24
The dynamics of systems integration: Balancing stability and change on London's Crossrail project	24
Behavioral barriers to sustainable action in project management and how to overcome them	23
Editorial Board	23
Change in a project-based organization: The mutual shaping of institutional logics and change programs	23
Closing capability gaps for procuring infrastructure public-private partnerships: A case study in China	22
Ethical performance of construction project management team: Development and validation of a multidimensional measure	22
From outputs to outcomes: Meeting a threshold of short-term project management success as a necessary condition for achieving long-term impact	22
Making societal impact matter: Reconciling project and public value	21
The performance effects of optimistic and pessimistic project status reporting behavior	20
Projecting for circularity in sustainability transitions: The case of wind turbines	20
The project is dead. Long live the project	19
Editorial Board	19
Integration of an exploration program with its parent organization: A lifecycle perspective	18
Editorial Board	18
Broadening project studies to address sustainability transitions: Conceptual suggestions and crossovers with socio-technical transitions research	18
Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects	18
Complements or substitutes? Recipes of contract design, contract enforcement, and trust for enhanced project performance	18
How entrepreneurial orientation influences project portfolio success: The roles of ideation portfolio management and firm size	18
Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives	18
A project-as-practice perspective on helping behavior and reciprocity in an inter-organizational project	18
Projects as drivers of sustainability: How the adoption of the reuse principle affects the front-end of a construction project	17

Success Management – From theory to practice	17
Risk factor prioritization in infrastructure handover to operations	17