Project Management Journal

Papers
(The TQCC of Project Management Journal is 9. 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
Digital Technologies in Built Environment Projects: Review and Future Directions31
Reframing Systems Integration: A Process Perspective on Projects31
The Paradoxical Profession: Project Management and the Contradictory Nature of Sustainable Project Objectives31
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
Why Do Business Organizations Participate in Projects? Toward a Typology of Project Value Domains24
Collective Mindfulness: The Key to Organizational Resilience in Megaprojects24
The Dark Side of Environmental Sustainability in Projects: Unraveling Greenwashing Behaviors23
Governing Collaborative Project Delivery as a Common-Pool Resource Scenario21
Opening the Black Box of Benefits Management in the Context of Projects21
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
Network Governance for Interorganizational Temporary Organizations: A Systematic Literature Review and Research Agenda19
Befriending Aliens: Institutional Complexity and Organizational Responses in Infrastructure Public–Private Partnerships19
Crises and Coping Strategies in Megaprojects: The Case of the Islamabad–Rawalpindi Metro Bus Project in Pakistan18
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
Vanguard Projects as Intermediation Spaces in Sustainability Transitions17
Servant Leadership and Project Success: Unleashing the Missing Links of Work Engagement, Project Work Withdrawal, and Project Identification17
Reference Class Forecasting and Machine Learning for Improved Offshore Oil and Gas Megaproject Planning: Methods and Application16
The Expectations of Project Managers from Artificial Intelligence: A Delphi Study16
The Dark Side of Projects: Dimensionality, Research Methods, and Agenda16
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
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
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
Interruptions in Agile Software Development Teams10
A Dynamic Capabilities Model of Innovation in Large Interfirm Projects10
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
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
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