Project Management Journal
Call for Papers: Project Management Journal® invites authors to submit papers for Special Editions of the journal
Philosophy of Project Management: Creating Space – Creating Alternatives – Creating Ideas – Creating Excellence in Practice
We invite philosophically grounded papers that sit at the borderline of project management theory and different, distinctive philosophies, in order to create a space where the study and understanding of projects under different philosophies can help create excellence in practice. Submission deadline 31 May 2015.
Philosophy of Project Management Criteria
Project Management Journal (PMJ) Mission Statement
The Project Management Journal’s mission is to shape world thinking on the need for and impact of managing projects by publishing cutting-edge research to advance theory and evidence-based practice.
Projects represent a growing proportion of human activity in large, small, private or public organizations. Projects are used to execute and sustain today’s organizational activities. They play a fundamental role as the engine of tomorrow’s innovation, value creation, and strategic change. However, projects too often fail to deliver their promise.
PMJ addresses these multiple challenges and opportunities by encouraging the development and application of novel theories, concepts, frameworks, research methods, and designs. PMJ embraces contributions both from within and beyond project management to augment and transform theory and practice.
The Journal welcomes articles on projects, programs, project portfolios; megaprojects; project-based organizations, project networks, project business, and the projectification of society.
It welcomes the following topics, but not limited to: governance; strategy; innovation and entrepreneurship; organizational change, learning, capabilities, routines, information systems and technology; complexity and uncertainty; ethics; leadership; teams; and stakeholder management in a wide range of contexts.
Project Management Journal Editors and Departments
Hans Georg Gemünden – Berlin Institute of Technology, DE, Editor-in-Chief
The Human Side of Projects, Project Management and Project-based Organizations
Monique Aubry – University of Quebec at Montreal, CA
François Chiocchio – Telfer School of Management, University of Ottawa, CA
Ralf Müller – BI Norwegian Business School, NO
Jonas Söderlund – BI Norwegian Business School, NO
ICT as a Facilitator of Project Management and the Management of ICT Projects
Cecil Eng Huang Chua – University of Auckland, Business School, NZ
Gary Klein – University of Colorado, Colorado Springs, USA
Fred Niederman – Saint Louis University, USA
Project Business and Project Networks
Andrew Davies – University College London, UK
Jaakko Kujala – University of Oulu, FI
John Steen – University of Queensland Business School, AU
Innovation through Projects, Programs, and Portfolios
Tim Brady – University of Brighton, UK
Catherine Killen – University of Technology, Sydney, AU
Alexander Kock – TU Darmstadt, Law and Economics, DE
Christophe Midler – École Polytechnique, FR
Submitting to the Project Management Journal
Articles submitted to the Journal are double-blind reviewed. Please see the Project Management Journal editorial guidelines for further information. PMJ is a journal to disseminate and discuss project management research. It is not a platform to discuss the content or quality of PMI standards, credentials or certifications, and those of other standard-setting organizations.
Project Management Journal is published by Wiley in partnership with PMI Publications and PMI Academic Resources. The Journal publishes six times per year and occasionally features special issues on select topics: February/March, April/May, June/July, August/September, October/November, and December/January.
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In the current issue of PMJ
Reconnecting Theory and Practice in Pluralistic Contexts: Issues and Aristotelian Considerations
Christophe N. Bredillet, Stephane Tywoniak, and Ravikiran Dwivedula
Professionalism in Project Management: Redefining the Role of the Project Practitioner
Value Co-creation with Stakeholders Using Action Research as a Meta-methodology in a Funded Research Project
Bob Dick, Shankar Sankaran, Kelly Shaw, Jacqueline Kelly, Jeffrey Soar, Alan Davies, and Annie Banbury
From a Methodology Exercise to the Discovery of a Crisis: Serendipity in Field Research
Magali Simard and Danielle Laberge
Genealogical Ethnography: Process Thinking to Study the “Inside” of Projects
New Insights into Project Management Research: A Natural Sciences Comparative
Robert Joslin and Ralf Müller
Mixed Methods Use in Project Management Research
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Roslyn Cameron, Shankar Sankaran, and Jeffery Scales
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