All Stories

  1. Design beyond dyads: understanding the governance of interorganizational project networks
  2. Resolving institutional misfit in collaborative digital transformation projects: An action research approach
  3. Governance patterns of environmental, social and governance practices in megaprojects
  4. Governance of ESG implementations: governance dimensions and their structural implementation
  5. A Taxonomy of Project Management Offices and Their Organizational Project Management Landscapes
  6. Artificial Intelligence and Project Management: Empirical Overview, State of the Art, and Guidelines for Future Research
  7. Exploring the future of research in project management
  8. A (meta)governance framework for multi-level governance of inter-organizational project networks
  9. Energy justice issues in renewable energy megaprojects: implications for a socioeconomic evaluation of megaprojects
  10. Collective Mindfulness: The Key to Organizational Resilience in Megaprojects
  11. Exploring the Effects of Horizontal Leaders’ Presence on Team Members’ Job Burnout: A Moderated Mediation Model
  12. Horizontal-Leader Identification in Construction Project Teams in China: How Guanxi Impacts Coworkers’ Perceived Justice and Turnover Intentions
  13. Processes, Methods, Tools, Techniques, and Management Science for Project Management Journal®
  14. Transitions in Balanced Leadership in Projects: The Case of Horizontal Leaders
  15. Modeling Organizational Project Management
  16. Influencing factors of horizontal leaders' role identity in projects: A sequential mixed method approach
  17. Quantitative Research Submissions to Project Management Journal®
  18. Transformational leadership and project team members’ silence: the mediating role of feeling trusted
  19. Qualitative Research Submissions to Project Management Journal®
  20. The governance of horizontal leadership in projects
  21. Empowerment: The key to horizontal leadership in projects
  22. Balancing vertical and horizontal leadership in projects
  23. What Constitutes a Contemporary Contribution to Project Management Journal®?
  24. Introducing the Editorial Board and Future Special Issues
  25. From the Editors-in-Chief
  26. A theory framework for balancing vertical and horizontal leadership in projects
  27. Essays in honour of J Rodney Turner: A Festschrift
  28. The identification of temporary horizontal leaders in projects: The case of China
  29. Governance and governmentality in projects: Profiles and relationships with success
  30. Cambridge Handbook of Organizational Project Management
  31. Knowledge Governance Strategies in Project-based Organizations
  32. Governance and Ethics in Temporary Organizations: The Mediating Role of Corporate Governance
  33. Governance and Governmentality for Projects
  34. A framework for governance of projects: Governmentality, governance structure and projectification
  35. Identifying interesting project phenomena using philosophical and methodological triangulation
  36. The Role of Philosophy in Project Management
  37. The relationship between project governance and project success
  38. The impact of project methodologies on project success in different project environments
  39. Relationships between a project management methodology and project success in different project governance contexts
  40. Integration and governance of multiple project management offices (PMOs) at large organizations
  41. Organizational enablers for project governance and governmentality in project-based organizations
  42. New Insights into Project Management Research: A Natural Sciences Comparative
  43. The Migration of Methodologies for Project Management Research
  44. Innovative approaches in project management research
  45. The impact of relational norms on information technology project success and its moderation through project governance
  46. A conceptualization of knowledge governance in project-based organizations
  47. Operationalizing governance categories of projects
  48. Organizational enablers for governance and governmentality of projects: A literature review
  49. Ethics, Trust, and Governance in Temporary Organizations
  50. Project Management and Organization Theory: IRNOP MeetsPMJ
  51. The Interrelationship of Governance, Trust, and Ethics in Temporary Organizations
  52. Project Management Knowledge Flows in Networks of Project Managers and Project Management Offices: A Case Study in the Pharmaceutical Industry
  53. A Relational Typology of Project Management Offices
  54. The governance of knowledge in project-based organizations
  55. Critical success factors in projects
  56. Maximizing strategic value from megaprojects: The influence of information-feed on decision-making by the project manager
  57. Absorptive, innovative and adaptive capabilities and their impact on project and project portfolio performance
  58. Measuring Program Success
  59. Relationships Between Leadership and Success in Different Types of Project Complexities
  60. The development of constructs of program context and program success: A qualitative study
  61. Exploring PMOs through Community of Practice Theory
  62. Paradigms in project management research: examples from 15 years of IRNOP conferences
  63. Project Governance
  64. Project management offices in transition
  65. Attitudes and leadership competences for project success
  66. Leadership competency profiles of successful project managers
  67. Identifying forces driving PMO changes
  68. Comparing the leadership styles of functional and project managers
  69. Cultural differences in decision making in project teams
  70. The Influence of Project Managers on Project Success Criteria and Project Success by Type of Project
  71. Matching the project manager’s leadership style to project type
  72. The impact of principal–agent relationship and contract type on communication between project owner and manager
  73. Communication and Co-operation on Projects Between the Project Owner As Principal and the Project Manager as Agent
  74. Determinants for external communications of IT project managers
  75. On the nature of the project as a temporary organization