Project Management Journal

Papers
(The median citation count of Project Management Journal is 2. 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 2020-11-01 to 2024-11-01.)
ArticleCitations
Explanation Plus Prediction—The Logical Focus of Project Management Research81
Agile, Traditional, and Hybrid Approaches to Project Success: Is Hybrid a Poor Second Choice?71
Top Ten Behavioral Biases in Project Management: An Overview61
How Servant Leadership Drives Project Team Performance Through Collaborative Culture and Knowledge Sharing37
Reframing Systems Integration: A Process Perspective on Projects31
The Paradoxical Profession: Project Management and the Contradictory Nature of Sustainable Project Objectives31
Digital Technologies in Built Environment Projects: Review and Future Directions31
The Effects of Megaproject Social Responsibility on Participating Organizations29
Project Narratives That Potentially Perform and Change the Future28
Knowledge-Oriented Leadership, Team Cohesion, and Project Success: A Conditional Mechanism25
Collective Mindfulness: The Key to Organizational Resilience in Megaprojects24
Why Do Business Organizations Participate in Projects? Toward a Typology of Project Value Domains24
The Dark Side of Environmental Sustainability in Projects: Unraveling Greenwashing Behaviors23
Opening the Black Box of Benefits Management in the Context of Projects21
Governing Collaborative Project Delivery as a Common-Pool Resource Scenario21
The Mediating Role of Project Citizenship Behavior in the Relationship Between Organizational Justice Dimensions and Project Success20
Blockchain Technology for Projects: A Multicriteria Decision Matrix20
Befriending Aliens: Institutional Complexity and Organizational Responses in Infrastructure Public–Private Partnerships19
Network Governance for Interorganizational Temporary Organizations: A Systematic Literature Review and Research Agenda19
Bright and Dark Spots in Project Studies: Continuing Efforts to Advance Theory Development and Debate18
Explorative Learning in Infrastructure Development Megaprojects: The Case of the Hong Kong-Zhuhai-Macao Bridge18
Crises and Coping Strategies in Megaprojects: The Case of the Islamabad–Rawalpindi Metro Bus Project in Pakistan18
Servant Leadership and Project Success: Unleashing the Missing Links of Work Engagement, Project Work Withdrawal, and Project Identification17
Vanguard Projects as Intermediation Spaces in Sustainability Transitions17
The Expectations of Project Managers from Artificial Intelligence: A Delphi Study16
The Dark Side of Projects: Dimensionality, Research Methods, and Agenda16
Reference Class Forecasting and Machine Learning for Improved Offshore Oil and Gas Megaproject Planning: Methods and Application16
In Praise of Paradox Persistence: Evidence from the Sydney Opera House Project15
A Pragmatist Approach to Complexity Theorizing in Project Studies: Orders and Levels15
Data Analytics and Artificial Intelligence in the Complex Environment of Megaprojects: Implications for Practitioners and Project Organizing Theory15
Mobilizing Megaproject Narratives for External Stakeholders: A Study of Narrative Instruments and Processes15
Impact of Risk Attitude on Risk, Opportunity, and Performance Assessment of Construction Projects14
The Changes in Team Cognition and Cognitive Artifact Use During Agile Software Development Project Management13
Coping With Institutional Complexity and Voids: An Organization Design Perspective for Transnational Interorganizational Projects13
Studying the Management of Project Networks: From Structures to Practices?12
The Dark Side of Projects: Uncovering Slavery, Corruption, Criminal Organizations, and Other Uncomfortable Topics12
Seven Decades of Project Portfolio Management Research (1950–2019) and Perspectives for the Future11
Application of Career Ecosystems Theory and the New Psychological Contract to the Field of Project Management: Toward a Conceptual Model11
How a Despotic Project Manager Jeopardizes Project Success: The Role of Project Team Members’ Emotional Exhaustion and Emotional Intelligence11
Effects of Project Leader Workplace Anxiety on Project Team Member Organizational Citizenship Behavior: A Moderated Mediation Model11
Modern Slavery in Projects: A Systematic Literature Review and Research Agenda11
A Routine Dynamics Lens on the Stability-Change Dilemma in Project-Based Organizations11
The Effect of Political Skill on Relationship Quality in Construction Projects: The Mediating Effect of Cooperative Conflict Management Styles11
The Impact of Team Mindfulness on Project Team Performance: The Moderating Role of Effective Team Leadership11
Interruptions in Agile Software Development Teams10
A Dynamic Capabilities Model of Innovation in Large Interfirm Projects10
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 Success9
Horizontal-Leader Identification in Construction Project Teams in China: How Guanxi Impacts Coworkers’ Perceived Justice and Turnover Intentions9
Documenting the Interactive Effects of Project Manager and Team-Level Communication Behaviors in Integrated Project Delivery Teams9
Using Social Media in Project Management: Behavioral, Cognitive, and Environmental Challenges9
Definitely Not a Walk in the Park: Coping with Competing Values in Complex Project Networks8
How Inclusive Leadership Influences Voice Behavior in Construction Project Teams: A Social Identity Perspective8
How Power Influences Behavior in Projects: A Theory of Planned Behavior Perspective8
A Multilevel Governance Model for Interorganizational Project Networks8
Using Principal–Steward Contracting and Scenario Planning to Manage Megaprojects7
Social Sustainability in Projects: Using Social Procurement to Create Employment in the Swedish Construction Sector7
Project Management Journal® Special Issue on Project Behavior7
RETRACTED: Empowering Users as a Principle of Construction Project Management7
An Integrative Review of Project Portfolio Management Literature: Thematic Findings on Sustainability Mindset, Assessment, and Integration7
Impact of Shared Leadership Quality on Agile Team Productivity and Project Results7
Developing a Multidimensional Conception of Project Evaluation to Improve Projects7
Incentivizing Relationship Investment for Project Performance Improvement6
Artificial Intelligence and Project Management: Empirical Overview, State of the Art, and Guidelines for Future Research6
Mixed-Methods Research for Project Management Journal®6
Stakeholder Analysis in the Feasibility Process of Projects: A Structural Evaluation of the Power-Oriented Relationship6
Executives’ Decision Processes at the Front End of Major Projects: The Role of Context and Experience in Value Creation6
A Complexity Framework for Project Management Strategies5
Revisiting Organizational Design in the Light of Isomorphism and Equifinality: Insights from the Study of Three Major Transformation Projects5
Agile Project Management and Emotional Exhaustion: A Moderated Mediation Process5
How Responsible Leadership Improves Stakeholder Collective Performance in Construction Projects: The Empirical Research from China5
A Qualitative Analysis of Unethical Behaviors in Projects: Insight From Moral Psychology5
21st-Century General-Purpose Technologies and the Future of Project Management5
Interorganizational Design for Collaborative Governance in Co-Owned Major Projects: An Engaged Scholarship Approach4
On the Road to Digital Transformation: A Literature Review of IT Program Management4
Philosophical Stances and Theoretical Perspectives in Submissions to Project Management Journal®4
Toward a Deeper Understanding of Optimism Bias and Transport Project Cost Overrun4
Governance of Interorganizational Projects: A Process-Based Approach Applied to a Latin American–European Case4
The Effects of Transformational and Adaptive Leadership on Dynamic Capabilities: Digital Transformation Projects4
The Effect of Public–Private Partnerships on Innovation in Infrastructure Delivery4
People as Our Most Important Asset: A Critical Exploration of Agility and Employee Commitment4
Developing Project Management Principles by Examining Codesign Practices in Innovative Contexts4
Governing Public–Private Partnerships of Sustainable Construction Projects in An Opportunistic Setting4
Identifying Subjective Perspectives on Managing Underground Risks at Schiphol Airport4
Governance Through Trust: Community Engagement in an Australian City Rebuilding Precinct4
Information Technology Project Management Research: A Review of Works by Influential Pioneers3
Lord of the Flies in Project-Based Organizations: The Role of Passive Leadership on Creativity and Project Success3
Partnership in Recruitment Process Outsourcing Projects: The Outsourcing Firm Perspective3
The Temporality of Project Success: Vindeby, the World’s First Offshore Wind Farm3
When Good Theories Backfire3
Bridging Knowledge Management and Capabilities in Innovative Projects: An Integrative Framework3
A Taxonomy of Project Management Offices and Their Organizational Project Management Landscapes3
Sifting Interactional Trust Through Institutions to Manage Trust in Project Teams: An Organizational Change Project3
The Relationship Between Uncertainty and Task Execution Strategies in Project Management3
Synchronous and Diachronic Timing: Insights into Managing Projects from Disaster Management and Fast-Response Organizations3
Beyond Failure and Success: A Process View on Imperfect Projects as Common Practice3
Valuing Theory and Practice: Using a Portfolio Lens to Publish Research on Projects3
Plagiarism in Project Studies3
Robust Project-Based Organizations for the Design of Complex Engineered Systems2
Practitioner Application of Ethics in Ethical Decision-Making Within Projects: A Process Theory View2
Investigating the Leadership and Visionary Capabilities to Make Projects Resilient: Processes, Challenges, and Recommendations2
In Search of Project Management Principles2
Leveraging Organizational Social Capital in Construction Projects to Enhance Project Success: The Enabling Role of Transformational Leadership2
What is Agile Project Management? Developing a New Definition Following a Systematic Literature Review2
Distributed Leadership in Projects: The Contributions of Stakeholders2
The Power(lessness) of Flexibility in Public–Private Partnerships: Two Capital Projects From the National Capital Region2
A Retrospective of Monique Aubry’s Contributions2
ISO 21500 and the Sustainability Focused ANP-BOCR Framework for Subcontractor Selection in Megaprojects2
Principles in Project Portfolio Management: Building Upon What We Know to Prepare for the Future2
Prioritizing Stakeholders in Collaborative Research and Innovation Projects Toward Sustainability2
Project Governance and Governance of Interorganizational Project Networks: Toward Understanding Their Relationships and Future Research Agenda2
Changes in the Editorial Board of the Project Management Journal®2
Project-Based Organizations’ Pursuit of Production Efficiency and Legitimate Power: An Institutional Perspective2
Modeling the Capabilities of High-Performing Project Management Offices in General Contracting Companies2
Facilitating Contextual Ambidexterity in a Global Operations Expansion Program2
Processes, Methods, Tools, Techniques, and Management Science for Project Management Journal®2
0.029064178466797