Project Management Journal

Papers
(The median citation count of Project Management Journal is 4. 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 2020-03-01 to 2024-03-01.)
ArticleCitations
Explanation Plus Prediction—The Logical Focus of Project Management Research63
Agile, Traditional, and Hybrid Approaches to Project Success: Is Hybrid a Poor Second Choice?52
Top Ten Behavioral Biases in Project Management: An Overview47
The Management of Values in Project Business: Adjusting Beliefs to Transform Project Practices and Outcomes29
How Servant Leadership Drives Project Team Performance Through Collaborative Culture and Knowledge Sharing28
Conflicting Notions of a Project: The Battle Between Albert O. Hirschman and Bent Flyvbjerg26
The Effects of Megaproject Social Responsibility on Participating Organizations25
Transition and Temporalities: Spanning Temporal Boundaries as Projects End and Operations Begin23
The Role of the Project Management Office (PMO) in Stimulating Innovation in Projects Initiated by Owner and Operator Organizations23
Reframing Systems Integration: A Process Perspective on Projects22
Advancing Theory and Debate in Project Studies22
How Does Governance Influence Decision Making on Projects and in Project-Based Organizations?21
Investigating the “Socio” in Socio-Technical Development: The Case for Psychological Safety in Agile Information Systems Development21
Collective Mindfulness: The Key to Organizational Resilience in Megaprojects20
The Role and Characteristics of Hybrid Approaches to Project Management in the Development of Technology-Based Products and Services20
Why Do Business Organizations Participate in Projects? Toward a Typology of Project Value Domains20
The Paradoxical Profession: Project Management and the Contradictory Nature of Sustainable Project Objectives19
Knowledge-Oriented Leadership, Team Cohesion, and Project Success: A Conditional Mechanism19
Literature Review Expectations of Project Management Journal®19
Project Narratives That Potentially Perform and Change the Future19
Digital Technologies in Built Environment Projects: Review and Future Directions18
Opening the Black Box of Benefits Management in the Context of Projects18
The Mediating Role of Project Citizenship Behavior in the Relationship Between Organizational Justice Dimensions and Project Success18
Evolution of Governance in a Collaborative University–Industry Program17
An Exploratory Configurational Analysis of Knowledge Hiding Antecedents in Project Teams16
Teams and Project Performance: An Ability, Motivation, and Opportunity Approach16
Governing Collaborative Project Delivery as a Common-Pool Resource Scenario16
Crises and Coping Strategies in Megaprojects: The Case of the Islamabad–Rawalpindi Metro Bus Project in Pakistan15
The Challenges of Implementing Temporal Shifts in Temporary Organizations: Implications of a Situated Temporal View15
Exploring Decision-Making Complexity in Major Infrastructure Projects: A Case Study From China15
The Dark Side of Environmental Sustainability in Projects: Unraveling Greenwashing Behaviors14
Bright and Dark Spots in Project Studies: Continuing Efforts to Advance Theory Development and Debate14
Befriending Aliens: Institutional Complexity and Organizational Responses in Infrastructure Public–Private Partnerships14
How Do Relational Contracting Norms Affect IPD Teamwork Effectiveness? A Social Capital Perspective13
Reference Class Forecasting and Machine Learning for Improved Offshore Oil and Gas Megaproject Planning: Methods and Application13
We Are Projects: Narrative Capital and Meaning Making in Projects13
Re-Creating Organizational Routines to Transition Through the Project Life Cycle: A Case Study of the Reconstruction of London’s Bank Underground Station13
The COVID-19 Pandemic and Project Management Research13
Impact of Risk Attitude on Risk, Opportunity, and Performance Assessment of Construction Projects13
A Pragmatist Approach to Complexity Theorizing in Project Studies: Orders and Levels13
Blockchain Technology for Projects: A Multicriteria Decision Matrix12
The Changes in Team Cognition and Cognitive Artifact Use During Agile Software Development Project Management12
Facilitating Efficiency and Flexibility Ambidexterity in Project-Based Organizations: An Exploratory Study of Organizational Antecedents12
Project Transitions—Navigating Across Strategy, Delivery, Use, and Decommissioning12
Servant Leadership and Project Success: Unleashing the Missing Links of Work Engagement, Project Work Withdrawal, and Project Identification12
Data Analytics and Artificial Intelligence in the Complex Environment of Megaprojects: Implications for Practitioners and Project Organizing Theory11
The Dark Side of Projects: Uncovering Slavery, Corruption, Criminal Organizations, and Other Uncomfortable Topics11
In Praise of Paradox Persistence: Evidence from the Sydney Opera House Project11
Vanguard Projects as Intermediation Spaces in Sustainability Transitions10
Project-as-Practice: Applying Bourdieu’s Theory of Practice on Project Managers10
Proactively Monitoring Large Project Portfolios10
Mobilizing Megaproject Narratives for External Stakeholders: A Study of Narrative Instruments and Processes10
The Dark Side of Projects: Dimensionality, Research Methods, and Agenda10
Effects of Project Leader Workplace Anxiety on Project Team Member Organizational Citizenship Behavior: A Moderated Mediation Model10
Explorative Learning in Infrastructure Development Megaprojects: The Case of the Hong Kong-Zhuhai-Macao Bridge10
Studying the Management of Project Networks: From Structures to Practices?10
A Routine Dynamics Lens on the Stability-Change Dilemma in Project-Based Organizations9
Assessing the Vulnerability of Megaprojects Using Complex Network Theory9
Several Notes on the Existential Hermeneutic Phenomenology for Project Management and Possibilities of Its Extension by Other Existential Concepts: Case Study From the Research Project Team9
The Expectations of Project Managers from Artificial Intelligence: A Delphi Study9
Seven Decades of Project Portfolio Management Research (1950–2019) and Perspectives for the Future9
A Dynamic Capabilities Model of Innovation in Large Interfirm Projects9
The Worthy Human Being as Prosuming Subject: ‘Projectified Selves’ in Emancipatory Project Studies8
The Impact of Team Mindfulness on Project Team Performance: The Moderating Role of Effective Team Leadership8
Application of Career Ecosystems Theory and the New Psychological Contract to the Field of Project Management: Toward a Conceptual Model8
Bridging the Fields of Careers and Project Management7
Documenting the Interactive Effects of Project Manager and Team-Level Communication Behaviors in Integrated Project Delivery Teams7
Coping With Institutional Complexity and Voids: An Organization Design Perspective for Transnational Interorganizational Projects7
Horizontal-Leader Identification in Construction Project Teams in China: HowGuanxiImpacts Coworkers’ Perceived Justice and Turnover Intentions7
Project Studies Beyond the Straitjacket: An Escape Artist’s Manual7
Team Collective Intelligence in Dynamically Complex Projects—A Shipbuilding Case7
Interruptions in Agile Software Development Teams7
The Effect of Political Skill on Relationship Quality in Construction Projects: The Mediating Effect of Cooperative Conflict Management Styles6
Public Engagement Events and the Management of External Stakeholders: Artifacts as Boundary Objects or Tools of Discipline and Control?6
Project Management Journal® Special Issue on Project Behavior6
Network Governance for Interorganizational Temporary Organizations: A Systematic Literature Review and Research Agenda6
Mixed-Methods Research for Project Management Journal®6
How Power Influences Behavior in Projects: A Theory of Planned Behavior Perspective6
21st-Century General-Purpose Technologies and the Future of Project Management6
Interproject Conflict Management Through Cooperation in an Enterprise System Implementation Program6
Using Social Media in Project Management: Behavioral, Cognitive, and Environmental Challenges6
Validation of a New Project Resilience Scale in the IT Sector5
Work Outcomes of Job Crafting Among the Different Ranks of Project Teams5
Stakeholder Analysis in the Feasibility Process of Projects: A Structural Evaluation of the Power-Oriented Relationship5
Modern Slavery in Projects: A Systematic Literature Review and Research Agenda5
Definitely Not a Walk in the Park: Coping with Competing Values in Complex Project Networks5
How Inclusive Leadership Influences Voice Behavior in Construction Project Teams: A Social Identity Perspective5
Incentivizing Relationship Investment for Project Performance Improvement5
Time Flies When You are Having Fun: The Mediating Effects of Project Opportunity Management in the Relationship Between Project Leaders’ Self-Efficacy and Multidimensional Project Success5
Narratives of Project Risk Management: From Scientific Rationality to the Discursive Nature of Identity Work5
Executives’ Decision Processes at the Front End of Major Projects: The Role of Context and Experience in Value Creation5
Using Principal–Steward Contracting and Scenario Planning to Manage Megaprojects5
Social Sustainability in Projects: Using Social Procurement to Create Employment in the Swedish Construction Sector4
People as Our Most Important Asset: A Critical Exploration of Agility and Employee Commitment4
Navigating Tensions to Create Value: An Institutional Logics Perspective on the Change Program and its Organizational Context4
A Qualitative Analysis of Unethical Behaviors in Projects: Insight From Moral Psychology4
Developing a Multidimensional Conception of Project Evaluation to Improve Projects4
A Strategic Approach to Mitigating Operational Failure Across Transitions4
How a Despotic Project Manager Jeopardizes Project Success: The Role of Project Team Members’ Emotional Exhaustion and Emotional Intelligence4
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