Project Management Journal

Papers
(The TQCC of Project Management Journal is 10. 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.)
ArticleCitations
Seven Insights Into Becoming an Engaged Project Scholar74
Do Women Leaders Promote Social Sustainability? Exploring the Effect of Board Diversity on Equity, Diversity, and Inclusion Practices of Project-Based Organizations55
Wiggle Room in Practice: Project Managers Navigating Paradoxes Through Collaboration42
Unraveling Stakeholder Engagement in Megaprojects: A Political Opportunity Structure Perspective in Turbulent Times42
Beyond Temporary Organizations: Trade Fairs as Temporary Markets, Clusters, and Community Gatherings36
Too Much of a Good Thing? The Curvilinear Effect of Responsible Leadership on Unethical Pro-Organizational Behavior in Projects35
How Agile Working Increases Innovative Work Behavior: The Role of Psychological Empowerment and Communication Media32
Leadership and the Recovery of Troubled IT Projects29
A Marketing Perspective on Temporary Organizations29
Agile Project Management and Emotional Exhaustion: A Moderated Mediation Process27
Corrigendum to A Multilevel Governance Model for Interorganizational Project Networks27
Navigating Ambidextrous Tensions in Digital Transformation: A Case Study of an Interorganizational Construction Project25
Lord of the Flies in Project-Based Organizations: The Role of Passive Leadership on Creativity and Project Success23
A Retrospective of Monique Aubry’s Contributions22
Index of 2025 Project Management Journal ® Articles and Authors22
Tensions in Digital Transformation: How Prototype Work Links the Temporary and the Permanent22
Shaping Inclusion and Exclusion: Habitual Responses of Project Managers in Early Stakeholder Engagement21
Toward a Multilevel Framework of Dynamic Capabilities Through the Lens of Project Management, Project Portfolio Management, and Project-Based Organizations20
From Information Technology Projects to Digital Transformation Programs: Research Pathways19
Governing Public–Private Partnerships of Sustainable Construction Projects in An Opportunistic Setting19
The Effect of Public–Private Partnerships on Innovation in Infrastructure Delivery19
How Does Hierarchy Steepness Affect Coordination in Project-Based Organizations? A Social Network Analysis19
Raison d'Etre of Organization Design Arrangements in Project-Based Organizations19
Impact of Shared Leadership Quality on Agile Team Productivity and Project Results18
On the Road to Digital Transformation: A Literature Review of IT Program Management17
Governance of Interorganizational Projects: A Process-Based Approach Applied to a Latin American–European Case17
Gender Equality Interventions in Project-Based Organizations: What Works, What Doesn't, and Why16
How Inclusive Leadership Influences Voice Behavior in Construction Project Teams: A Social Identity Perspective16
What Is Project Management Productivity?16
Valuing Theory and Practice: Using a Portfolio Lens to Publish Research on Projects15
Strategies to Address Ethical Risks in Megaprojects: A Care Ethics Perspective15
Getting Past the Editor's Desk15
The Editorial Review Board of Project Management Journal®15
Improvisation in Turbulent Environments: An Exploratory Case Study of a Rescue Projects Organization14
The Impact of Team Mindfulness on Project Team Performance: The Moderating Role of Effective Team Leadership14
Beyond Tech: The Human Element in Industry 5.0 Projects14
Prioritizing Stakeholders in Collaborative Research and Innovation Projects Toward Sustainability14
Alternative Approaches to Innovation Project Portfolio Governance13
Effects of Authentic Leadership, Behavioral Integrity, and Project Governance on Project Performance13
Who Is Shaping the Narrative? Unveiling Stakeholder Engagement Behavior in Megaprojects on Social Media12
Governance and Creativity in Project-Based Organizations: Archetypes and Agenda for Future Research12
New Editors and a New Editor-in-Chief: Making the Manifesto a Reality12
Leveraging Organizational Social Capital in Construction Projects to Enhance Project Success: The Enabling Role of Transformational Leadership12
A Typology of Project Types and Processes Offering Flexibility for the Project Manager12
An Integrative Review of Project Portfolio Management Literature: Thematic Findings on Sustainability Mindset, Assessment, and Integration12
The Impact of Temporal Reflexivity on Time Performance in NPD Projects: A Mixed-Methods Study12
Investigating the Dynamics of Engineering Design Rework for a Complex Aircraft Development Project: Lessons Learned From a Soft Systems Thinking Lens12
Organizational Entrainment of Project Launch in the Research Context of Chinese Real Estate Firms11
Modeling the Capabilities of High-Performing Project Management Offices in General Contracting Companies11
Philosophical Stances and Theoretical Perspectives in Submissions to Project Management Journal ® 11
The Uniqueness of IT Cost Risk: A Cross-Group Comparison of 23 Project Types11
Abolish, Accept, Apply: Coping With Ignorance in Project Ecologies11
Imperfections-as-Practice: Projects as Becoming Processes of Imperfections10
The Impact of Project Managers’ Psychological Resilience on Adaptive Performance: A Multilevel Model10
The Long Tail of Conflicts in Innovation Projects: Conflicts and Their Impact on Strategic Renewal10
Leading Self-Organizing Teams in the Evolutionary Development of Software Projects: The Effects of Shared Leadership, Power Distance, and Constructive Controversy on Collaborative Software Process Tai10
The Effects of Transformational and Adaptive Leadership on Dynamic Capabilities: Digital Transformation Projects10
Navigating Landowner Resistance: A Sequential Process of Social Value Cocreation in Construction Projects10
Enabling Collaborative Research in Project Management by Creating Gioia Data Structures as a Boundary Object10
A Multilevel Governance Model for Interorganizational Project Networks10
Governance of Public Projects—Missing Out on Learning Opportunities10
The Power(lessness) of Flexibility in Public–Private Partnerships: Two Capital Projects From the National Capital Region10
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