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Cited by

• 2014Facilitating organizational ambidexterity through the complementary use of projects and programs87 cited
• 2009Stakeholder impact analysis of infrastructure project management in developing countries: a study of perception of project managers in state‐owned engineering firms in Vietnam86 cited
• 2017A profession but not a career? Work identity and career satisfaction in project management79 cited
• 2012Measuring Program Success71 cited
• 2011The development of constructs of program context and program success: A qualitative study66 cited
• 2017Assessment of Stakeholder-Related Risks in Construction Projects: Integrated Analyses of Risk Attributes and Stakeholder Influences64 cited
• 2010Program management and the creative art of coopetition: Dealing with potential tensions and synergies between spatial development projects61 cited
• 2014Adaptive programme management through a balanced performance/strategy oriented focus60 cited
• 2017The moderating effect of program context on the relationship between program managers' leadership competences and program success57 cited
• 2020Human resource management in project-based organizations: revisiting the permanency assumption53 cited
• 2017Understanding the antecedents of organizational commitment in the context of temporary organizations: An empirical study50 cited
• 2007Project management competence in public sector infrastructure organisations49 cited