Project Management Journal®

IPMA Research Achievement Award Winner 2022

Editor-in-Chief Ralf Müller

Prof. Ralf Müller, DBA, MBA, is Professor of Project Management at BI Norwegian Business School, Adjunct Professor at University of Technology Sydney, and at Dalian University of Technology in China. He is Editor-in-Chief of the Project Management Journal and a Fellow of both the Project Management Institute (PMI), and the Centre of Excellence of Project Management.

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Current Impact Factor - 4.946

5 Year Impact Factor - 4.883

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  • The Dark Side of Projects: Uncovering Slavery, Corruption, Criminal Organizations, and Other Uncomfortable Topics member content locked

    By Giorgio Locatelli, Efrosyni Konstantinou, Joana Geraldi, and Tristano Sainati With this Special Issue and online collection, we aim to open the space for discussion (and more research!) on the dark side of projects and invite you to join our efforts.

  • A Qualitative Analysis of Unethical Behaviors in Projects: Insight From Moral Psychology member content locked

    By Mehrdad Sarhadi and Sogand Hasanzadeh This research critically reviewed project ethics under the philosophical paradigm change from modernism to late modernism.

  • The Dark Side of Environmental Sustainability in Projects: Unraveling Greenwashing Behaviors member content locked

    By Qinghua He, Zilun Wang, Ge Wang, Jianxun Xie, and Zhen Chen Using fraud triangle theory, this study investigated the effects of three types of factors that shape contractor greenwashing behaviors.

  • The Dark Side of Projects: Dimensionality, Research Methods, and Agenda member content locked

    By Giorgio Locatelli, Efrosyni Konstantinou, Joana Geraldi, and Tristano Sainati This article presents the dark side of projects, engaging project scholars and practitioners in discussions about sensitive, confusing, uncomfortable, challenging, and questionable phenomena.

  • The Relationship Between Uncertainty and Task Execution Strategies in Project Management member content locked

    By Tom Maes, Karolin Gebhardt, and Andreas Riel Common project management methodologies do not consider project task uncertainty for determining appropriate task execution strategies.

  • In Praise of Paradox Persistence: Evidence from the Sydney Opera House Project member content locked

    By Medhanie Gaim, Stewart Clegg, and Miguel Pina e Cunha By analyzing paradoxes encountered in the construction of the Sydney Opera House project, we discuss how dialogical interactions enable options to emerge in the form of responses that were not…

  • Developing a Multidimensional Conception of Project Evaluation to Improve Projects member content locked

    By Anna Le Gerstrøm Rode, Per Svejvig, and Miia Martinsuo This study aims to explore and define project evaluation and reveal how it can promote continuous improvements within and across projects and organizations.


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Shaping thinking on the need for and impact of managing projects by publishing cutting-edge research that advances theory and evidence-based practice.

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