| And then came complex project management (revised) SJ Whitty, H Maylor International Journal of Project Management 27 (3), 304-310, 2009 | 420 | 2009 |
| Developing a systemic lessons learned knowledge model for organisational learning through projects S Duffield, SJ Whitty International journal of project management 33 (2), 311-324, 2015 | 349 | 2015 |
| Stakeholder defined SK McGrath, SJ Whitty International Journal of Managing Projects in Business 10 (4), 721-748, 2017 | 200 | 2017 |
| Accountability and responsibility defined SK McGrath, SJ Whitty International Journal of Managing Projects in Business 11 (3), 687-707, 2018 | 130 | 2018 |
| The project management office: It’s just not what it used to be EJ Darling, SJ Whitty International journal of managing projects in business 9 (2), 282-308, 2016 | 125 | 2016 |
| Redefining governance: From confusion to certainty and clarity SK McGrath, SJ Whitty International Journal of Managing Projects in Business 8 (4), 755-787, 2015 | 119 | 2015 |
| Application of the systemic lessons learned knowledge model for organisational learning through projects SM Duffield, SJ Whitty International journal of project management 34 (7), 1280-1293, 2016 | 118 | 2016 |
| A memetic paradigm of project management SJ Whitty International Journal of Project Management 23 (8), 575-583, 2005 | 114 | 2005 |
| How to apply the Systemic Lessons Learned Knowledge model to wire an organisation for the capability of storytelling S Duffield, SJ Whitty International journal of project management 34 (3), 429-443, 2016 | 111 | 2016 |
| A Heideggerian paradigm for project management: Breaking free of the disciplinary matrix and its Cartesian ontology B Van Der Hoorn, SJ Whitty International Journal of Project Management 33 (4), 721-734, 2015 | 89 | 2015 |
| Project management artefacts and the emotions they evoke SJ Whitty International Journal of Managing Projects in Business 3 (1), 22-45, 2010 | 70 | 2010 |
| The impact of Puritan ideology on aspects of project management SJ Whitty, MF Schulz International Journal of Project Management 25 (1), 10-20, 2007 | 66 | 2007 |
| THE_PM_BOK_CODE SJ Whitty, MF Schulz 20th IPMA World Congress on Project Management 1, 466-472, 2006 | 66* | 2006 |
| The praxis of ‘alignment seeking’in project work B van der Hoorn, SJ Whitty International Journal of Project Management 35 (6), 978-993, 2017 | 59 | 2017 |
| And then came complex project management SJ Whitty, H Maylor Proceedings of the 21st IPMA World Congress on Project Management, 2007 | 43 | 2007 |
| Signs to dogma: A Heideggerian view of how artefacts distort the project world B Van Der Hoorn, SJ Whitty International Journal of Project Management 33 (6), 1206-1219, 2015 | 39 | 2015 |
| The five modes of comportment for project managing: Disclosing the tacit in project work B van der Hoorn, SJ Whitty International Journal of Project Management 37 (3), 363-377, 2019 | 35 | 2019 |
| On a new philosophy of project management: An investigation into the prevalence of modern project management by means of an evolutionary framework SJ Whitty International journal of managing projects in business 4 (3), 524-533, 2011 | 29 | 2011 |
| A model of projects as a source of stress at work: A case for scenario-based education and training EJ Darling, SJ Whitty International Journal of Managing Projects in Business 13 (2), 426-451, 2020 | 28 | 2020 |
| Projectyness: a spectrum of greater or lesser capability B van der Hoorn, SJ Whitty International Journal of Project Management 34 (6), 970-982, 2016 | 26 | 2016 |
Bronte van der HoornUniversity of Technology SydneyAdresse e-mail validée de uts.edu.au
