Project governance and stakeholders: a literature review
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.10.007
Governance-as-practice for major public infrastructure projects: A case of multilevel project governing
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.02.007
Understanding the soft side of software projects: An empirical study on the interactive effects of social skills and political skills on complexity – performance relationship
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.01.015
Value-oriented stakeholder influence on infrastructure projects
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.10.003
Stakeholder management influence on trust in a project: A quantitative study
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.11.001
Collaboration barriers in BIM-based construction networks: A conceptual model
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.05.004
The moderating role of governance environment on the relationship between risk allocation and private investment in PPP markets: Evidence from developing countries
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.10.008
Teargas, taboo and transformation : A neo-institutional study of community resistance and the struggle to legitimize subway projects in Amsterdam 1960–2018
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.07.003
Politics, public servants, and profits: Institutional complexity and temporary hybridization in a public infrastructure alliance project
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.07.004
Institutional entrepreneurship and infrastructure public-private partnership (PPP): Unpacking the role of social actors in implementing PPP projects
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.12.005
Governance of institutional complexity in megaproject organizations
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.02.001
Community’s evaluation of organizational legitimacy: Formation and reconsideration
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.10.004
Megaprojects as organizational platforms and technology platforms for value creation
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.10.001
Collaboration in project teams : The role of mastery and performance climates
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.09.006
Dual Dynamics: Project-based Institutional Work and Subfield Differences in the Dutch Construction Industry
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.03.005
Organising and Managing boundaries: A structurational view of collaboration with Building Information Modelling (BIM)
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.01.010
Projects and institutions: towards understanding their mutual constitution and dynamics
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.01.001
The co-creation of values-in-use at the front end of infrastructure development programs
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.01.013
Crossing times: Temporal boundary-spanning practices in interorganizational projects
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.09.004
Knowledge integration in IPPD project: role of shared project mission, mutual trust, and mutual influence
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.01.002
Co-creation of value outcomes: A client perspective on service provision in projects
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.01.003
Comparative analysis between integrated project delivery and lean project delivery
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.01.012
Project governance mechanisms and the performance of software development projects: Moderating role of requirements risk
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.02.008
Governance of Projects: Generating value by linking projects with their permanent organisation
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.01.005
Quality management practices and inter-organizational project performance: Moderating effect of governance mechanisms
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.05.005
Testing the impact of targeted team building on project team communication using social network analysis
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.02.005
How do project management competencies change within the project management career model in large Chinese construction companies
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.12.002
Achieving strategic benefits from business IT projects: The critical importance of using the business case across the entire project lifetime
来源期刊：International Journal of Project ManagementDOI：10.1016/j.ijproman.2019.09.001
Mapping wastes in complex projects for Lean Product Development
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.01.008
Exploring the value of project management certification in selection and recruiting
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.09.005
The negative consequences of knowledge hiding in NPD project teams: The roles of project work attributes
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.01.006
Accelerating time to impact: Deconstructing practices to achieve project value
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.12.003
Understanding front-end project workshops with Social Practice Theory
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.11.003
Swift trust formation in multi-national disaster project management teams
来源期刊：International Journal of Project ManagementDOI：10.1016/j.ijproman.2019.09.003
External stakeholder strategic actions in projects: A multi-case study
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.12.001
Toward a wiser projectification: Macroeconomic effects of firm-level project work
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.04.002
Project leaders in transition: Manifestations of cognitive and emotional capacity
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.02.003
Enhancing value capture by managing risks of value slippage in and across projects
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.12.007
Uncovering temporal underpinnings of project management standards
来源期刊：International Journal of Project ManagementDOI：10.1016/j.ijproman.2019.09.005
Cross-functional integration for managing customer information flows in a project-based firm
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.11.002
Transition between temporary organizations: Dimensions enabling economies of recombination
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.07.003
The impact of women’s representation on performance in project-based and non-project-based organizations
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.06.001
Megaprojects as complex adaptive systems: The Hinkley point C case
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.05.001
Choosing suitable project control modes to improve the knowledge integration under different uncertainties
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.07.002
Going downstream in a project-based firm: Integration of distributors in the delivery of complex systems
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2018.09.007
How to go global: A transformative process model for the transition towards globally distributed software development projects
来源期刊：International Journal of Project ManagementDOI：10.1016/j.ijproman.2019.08.003
Enhancing value co-creation in professional service projects: The roles of professionals, clients and their effective interactions
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.04.001
Integration projects as relational spaces: A closer look at acquired managers’ strategic role recovery in cross-border acquisitions
来源期刊：International Journal of Project ManagementDOI：10.1016/j.ijproman.2019.09.002
Integrating services into solution offerings in the sales work of project-based firms
来源期刊：International Journal of Project ManagementDOI：10.1016/j.ijproman.2019.09.004
The five modes of comportment for project managing: disclosing the tacit in project work
来源期刊：International Journal of Project ManagementDOI：10.1016/J.IJPROMAN.2019.01.009
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