| Capturing lived experience: Methodological considerations for interpretive phenomenological inquiry J Frechette, V Bitzas, M Aubry, K Kilpatrick, M Lavoie-Tremblay International Journal of Qualitative Methods 19, 1609406920907254, 2020 | 713 | 2020 |
| A new framework for understanding organisational project management through the PMO M Aubry, B Hobbs, D Thuillier International journal of project management 25 (4), 328-336, 2007 | 605 | 2007 |
| A multi-phase research program investigating project management offices (PMOs): the results of phase 1 B Hobbs, M Aubry Project management journal 38 (1), 74-86, 2007 | 441 | 2007 |
| The three roles of a project portfolio management office: Their impact on portfolio management execution and success BN Unger, HG Gemünden, M Aubry International journal of project management 30 (5), 608-620, 2012 | 393 | 2012 |
| The project management office as an organisational innovation B Hobbs, M Aubry, D Thuillier International journal of project management 26 (5), 547-555, 2008 | 377 | 2008 |
| Project management offices in transition M Aubry, R Müller, B Hobbs, T Blomquist International journal of project management 28 (8), 766-778, 2010 | 311 | 2010 |
| A fresh look at the contribution of project management to organizational performance M Aubry, B Hobbs Project Management Journal 42 (1), 3-16, 2011 | 265 | 2011 |
| Organisational project management: An historical approach to the study of PMOs M Aubry, B Hobbs, D Thuillier International Journal of Project Management 26 (1), 38-43, 2008 | 229 | 2008 |
| Extending project management research: Insights from social theories S Floricel, C Bonneau, M Aubry, V Sergi International journal of project management 32 (7), 1091-1107, 2014 | 199 | 2014 |
| A relational typology of project management offices R Müller, J Glückler, M Aubry Project Management Journal 44 (1), 59-76, 2013 | 192 | 2013 |
| The Project Management Office (PMO): a quest for understanding M Aubry, B Hobbs Project Management Institute, 2010 | 190 | 2010 |
| The three dimensions of a governance framework for major public projects M Brunet, M Aubry International Journal of Project Management 34 (8), 1596-1607, 2016 | 163 | 2016 |
| An empirically grounded search for a typology of project management offices B Hobbs, M Aubry Project Management Journal 39 (1_suppl), S69-S82, 2008 | 163 | 2008 |
| Identifying forces driving PMO changes M Aubry, B Hobbs, R Müller, T Blomquist Project management journal 41 (4), 30-45, 2010 | 160 | 2010 |
| A conceptualization of knowledge governance in project-based organizations S Pemsel, A Wiewiora, R Müller, M Aubry, K Brown International journal of project management 32 (8), 1411-1422, 2014 | 134 | 2014 |
| Rethinking organizational design for managing multiple projects M Aubry, M Lavoie-Tremblay International Journal of Project Management 36 (1), 12-26, 2018 | 132 | 2018 |
| Governance performance in complex environment: The case of a major transformation in a university hospital M Aubry, MC Richer, M Lavoie-Tremblay International Journal of Project Management 32 (8), 1333-1345, 2014 | 127 | 2014 |
| Project management knowledge flows in networks of project managers and project management offices: A case study in the pharmaceutical industry R Müller, J Glückler, M Aubry, J Shao Project management journal 44 (2), 4-19, 2013 | 123 | 2013 |
| Project management office transformations: Direct and moderating effects that enhance performance and maturity M Aubry Project Management Journal 46 (5), 19-45, 2015 | 117 | 2015 |
| Pluralism in PMO performance: The case of a PMO dedicated to a major organizational transformation M Aubry, MC Richer, M Lavoie-Tremblay, G Cyr Project Management Journal 42 (6), 60-77, 2011 | 103 | 2011 |