All Stories

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