All Stories

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