Example of International Journal of Project Organisation and Management format
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Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format
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Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format Example of International Journal of Project Organisation and Management format
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This content is only for preview purposes. The original open access content can be found here.
open access Open Access

International Journal of Project Organisation and Management — Template for authors

Categories Rank Trend in last 3 yrs
Strategy and Management #339 of 440 down down by 87 ranks
journal-quality-icon Journal quality:
Low
calendar-icon Last 4 years overview: 71 Published Papers | 69 Citations
indexed-in-icon Indexed in: Scopus
last-updated-icon Last updated: 06/07/2020
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open access Open Access
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Quality:  
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SJR: 0.833
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Quality:  
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Journal Performance & Insights

CiteRatio

SCImago Journal Rank (SJR)

Source Normalized Impact per Paper (SNIP)

A measure of average citations received per peer-reviewed paper published in the journal.

Measures weighted citations received by the journal. Citation weighting depends on the categories and prestige of the citing journal.

Measures actual citations received relative to citations expected for the journal's category.

1.0

11% from 2019

CiteRatio for International Journal of Project Organisation and Management from 2016 - 2020
Year Value
2020 1.0
2019 0.9
2018 1.2
2017 0.9
2016 0.4
graph view Graph view
table view Table view

0.268

33% from 2019

SJR for International Journal of Project Organisation and Management from 2016 - 2020
Year Value
2020 0.268
2019 0.201
2018 0.284
2017 0.273
2016 0.172
graph view Graph view
table view Table view

0.333

18% from 2019

SNIP for International Journal of Project Organisation and Management from 2016 - 2020
Year Value
2020 0.333
2019 0.405
2018 0.34
2017 0.553
2016 0.317
graph view Graph view
table view Table view

insights Insights

  • CiteRatio of this journal has increased by 11% in last years.
  • This journal’s CiteRatio is in the top 10 percentile category.

insights Insights

  • SJR of this journal has increased by 33% in last years.
  • This journal’s SJR is in the top 10 percentile category.

insights Insights

  • SNIP of this journal has decreased by 18% in last years.
  • This journal’s SNIP is in the top 10 percentile category.

International Journal of Project Organisation and Management

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Inderscience Publishers

International Journal of Project Organisation and Management

Approved by publishing and review experts on SciSpace, this template is built as per for International Journal of Project Organisation and Management formatting guidelines as mentioned in Inderscience Publishers author instructions. The current version was created on 06 Jul 2020 and has been used by 144 authors to write and format their manuscripts to this journal.

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Last updated on
06 Jul 2020
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ISSN
1740-2891
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Open Access
No
i
Sherpa RoMEO Archiving Policy
Yellow faq
i
Plagiarism Check
Available via Turnitin
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Endnote Style
Download Available
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Bibliography Name
plainnat
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Citation Type
Author Year
(Blonder et al., 1982)
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Bibliography Example
Beenakker, C. W. J. (2006). ‘Specular Andreev Reflection in Graphene’. Phys. Rev. Lett., Vol 97, No 6, pp. 067007.

Top papers written in this journal

Journal Article DOI: 10.1504/IJPOM.2009.027537
Project management in public research organisations: strategic change in complex scenarios
Mario Coccia1, Secondo Rolfo

Abstract:

The efficient organisation of public research bodies is important to increase the production of scientific research, which is more and more necessary for competitiveness in modern economies. The purpose of this paper is to analyse the new project-based organisation of the biggest public research body in Italy. The analysis sh... The efficient organisation of public research bodies is important to increase the production of scientific research, which is more and more necessary for competitiveness in modern economies. The purpose of this paper is to analyse the new project-based organisation of the biggest public research body in Italy. The analysis shows that unless project management is properly designed and implemented within Public Research Bodies (PRBs), it tends to become unmanageable over time, creating conflicts, confusion and the proliferation of communication channels, which lead to information log jams. The reality is that the Italian National Research Council (CNR) has never really implemented project management rules; as a matter of fact, because of coordination and area problems as well as the public structure of CNR, it hybridises project management rules with the old organisation since this is the only way to cope with a turbulent and uncertain domestic context. read more read less

Topics:

Project management triangle (63%)63% related to the paper, Project stakeholder (61%)61% related to the paper, Project charter (60%)60% related to the paper, Project management (59%)59% related to the paper, OPM3 (58%)58% related to the paper
96 Citations
Journal Article DOI: 10.1504/IJPOM.2009.027540
Project leadership revisited: towards distributed leadership perspectives in project research
Monica Lindgren1, Johann Packendorff1

Abstract:

While project management research in general has become a rapidly expanding field during past decades, scientific inquiry into project leadership has not been a major issue. The extant literature on project leadership also does not make much use of the current developments in leadership research in general – not even those ap... While project management research in general has become a rapidly expanding field during past decades, scientific inquiry into project leadership has not been a major issue. The extant literature on project leadership also does not make much use of the current developments in leadership research in general – not even those appearing as suitable, such as distributed leadership perspectives. The aim of the paper is threefold: (1) to review the existing research literature on project leadership, (2) to summarise and discuss this research and (3) to make some notes towards a new research agenda built on the current debate in leadership studies on distributed leadership perspectives. Current project leadership research is found to focus exclusively on individuals and their leadership competencies rather than the leadership practices in project settings and does not fully use the perspectives in current leadership research. We then outline a distributed leadership perspective on project leadership research, including the practical consequences of such an ideal and the basic assumptions for future research. read more read less

Topics:

Distributed leadership (79%)79% related to the paper, Shared leadership (78%)78% related to the paper, Leadership studies (73%)73% related to the paper, Servant leadership (71%)71% related to the paper, Leadership style (71%)71% related to the paper
View PDF
72 Citations
Journal Article DOI: 10.1504/IJPOM.2012.045362
The effects of collaboration on performance: a multilevel validation in project teams
François Chiocchio1, Simon Grenier1, Thomas A. O'Neill2

Abstract:

Project teams are essential to organisations. Team processes - how team members manage interdependencies across time to achieve a common goal - are sensitive to changes organisations must orchestrate to adapt their functioning to technological changes, industry requirements, and market pressures. Using two samples and differe... Project teams are essential to organisations. Team processes - how team members manage interdependencies across time to achieve a common goal - are sensitive to changes organisations must orchestrate to adapt their functioning to technological changes, industry requirements, and market pressures. Using two samples and different work configurations, we present individual-level, team-level, and cross-level construct and predictive validity evidence regarding an instrument measuring an essential project team process: read more read less

Topics:

Project team (71%)71% related to the paper, Team composition (66%)66% related to the paper, Team effectiveness (64%)64% related to the paper, Team learning (57%)57% related to the paper, Teamwork (53%)53% related to the paper
59 Citations
Journal Article DOI: 10.1504/IJPOM.2008.020029
Constructing new working practices through project narratives
Marcel Veenswijk1, M. Berendse1

Abstract:

In this article we focus on the (internal and external) dynamics of New Public Management (NPM) in the daily life of project management. We concentrate on the ways NPM concepts work out in the realities of project actors. Based on recent research within the Dutch infrastructure sector, we analyse alternative responses to perc... In this article we focus on the (internal and external) dynamics of New Public Management (NPM) in the daily life of project management. We concentrate on the ways NPM concepts work out in the realities of project actors. Based on recent research within the Dutch infrastructure sector, we analyse alternative responses to perceived problems in the infrastructure sector by focusing on 'project narratives'. Next to compliance, these narratives feature deterrence (a strong resistance to the change concept), dilution (blurring of the initial ambitions) and dissociation (confusion over the societal value of the project). The article shows how project narratives provide organisational members with space to make sense of and contest the new managerial initiatives and value systems imposed upon them. read more read less

Topics:

Project stakeholder (62%)62% related to the paper, Project charter (61%)61% related to the paper, New public management (57%)57% related to the paper, Project management (57%)57% related to the paper
31 Citations
Journal Article DOI: 10.1504/IJPOM.2009.027539
The roles and risks of incentives in construction projects
Anna Kadefors1, Ulrika Badenfelt1

Abstract:

In construction projects, financial incentives such as target cost arrangements are often considered essential to create joint goals and support collaboration, especially in partnering relationships. Still, research has shown that many incentive schemes are limited and inconsistent and that management is often lacking in rigo... In construction projects, financial incentives such as target cost arrangements are often considered essential to create joint goals and support collaboration, especially in partnering relationships. Still, research has shown that many incentive schemes are limited and inconsistent and that management is often lacking in rigour. A starting point for this paper is that a wider framework of the roles and effects is needed to understand practitioner strategies for the design and management of financial incentives. Based on the literature on motivation and trust and an interview survey with Swedish clients and contractors, we identify three roles of financial incentives in interorganisational relationships: sources of extrinsic motivation, symbols of trust and efficiency and generators of communication processes. Symbolic roles are primarily related to the expectations and perceptions of trust and efficiency in the early stages, while process aspects influence the development of constructive collaboration as the relationship unfolds. Four client strategies are described, differing in the degree of elaboration and relational orientation, and we conclude that both practitioners and researchers need to consider all three incentive roles to understand the full range of effects of a particular strategy. read more read less

Topics:

Incentive (56%)56% related to the paper, Project management (51%)51% related to the paper, Rigour (50%)50% related to the paper
29 Citations
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13. What is Sherpa RoMEO Archiving Policy for International Journal of Project Organisation and Management?

SHERPA/RoMEO Database

We extracted this data from Sherpa Romeo to help researchers understand the access level of this journal in accordance with the Sherpa Romeo Archiving Policy for International Journal of Project Organisation and Management. The table below indicates the level of access a journal has as per Sherpa Romeo's archiving policy.

RoMEO Colour Archiving policy
Green Can archive pre-print and post-print or publisher's version/PDF
Blue Can archive post-print (ie final draft post-refereeing) or publisher's version/PDF
Yellow Can archive pre-print (ie pre-refereeing)
White Archiving not formally supported
FYI:
  1. Pre-prints as being the version of the paper before peer review and
  2. Post-prints as being the version of the paper after peer-review, with revisions having been made.

14. What are the most common citation types In International Journal of Project Organisation and Management?

The 5 most common citation types in order of usage for International Journal of Project Organisation and Management are:.

S. No. Citation Style Type
1. Author Year
2. Numbered
3. Numbered (Superscripted)
4. Author Year (Cited Pages)
5. Footnote

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