| The changing paradigms of project management J Pollack International journal of project management 25 (3), 266-274, 2007 | 630 | 2007 |
| Uncovering the trends in project management: Journal emphases over the last 10 years L Crawford, J Pollack, D England International journal of project management 24 (2), 175-184, 2006 | 467 | 2006 |
| Tools for complex projects K Remington, J Pollack Routledge, 2016 | 458 | 2016 |
| Hard and soft projects: a framework for analysis L Crawford, J Pollack International Journal of Project Management 22 (8), 645-653, 2004 | 450 | 2004 |
| Using Kotter’s eight stage process to manage an organisational change program: Presentation and practice J Pollack, R Pollack Systemic practice and action research 28, 51-66, 2015 | 369 | 2015 |
| What is the Iron Triangle, and how has it changed? J Pollack, J Helm, D Adler International journal of managing projects in business 11 (2), 527-547, 2018 | 307 | 2018 |
| Emergent trends and passing fads in project management research: A scientometric analysis of changes in the field J Pollack, D Adler International journal of project management 33 (1), 236-248, 2015 | 219 | 2015 |
| How generic are project management knowledge and practice? L Crawford, J Pollack Project Management Journal 38 (1), 87-96, 2007 | 179 | 2007 |
| Managing soft change projects in the public sector L Crawford, K Costello, J Pollack, L Bentley International Journal of Project Management 21 (6), 443-448, 2003 | 175 | 2003 |
| Applying Actor–Network Theory as a sensemaking framework for complex organisational change programs J Pollack, K Costello, S Sankaran International Journal of Project Management 31 (8), 1118-1128, 2013 | 134 | 2013 |
| Testing the impact of targeted team building on project team communication using social network analysis J Pollack, P Matous International Journal of Project Management 37 (3), 473-484, 2019 | 99 | 2019 |
| Multimethodology in series and parallel: strategic planning using hard and soft OR J Pollack Journal of the Operational Research Society 60 (2), 156-167, 2009 | 93 | 2009 |
| Skills that improve profitability: The relationship between project management, IT skills, and small to medium enterprise profitability J Pollack, D Adler International Journal of Project Management 34 (5), 831-838, 2016 | 73 | 2016 |
| Transferring knowledge about knowledge management: Implementation of a complex organisational change programme J Pollack International Journal of Project Management 30 (8), 877-886, 2012 | 72 | 2012 |
| Understanding megaproject success beyond the project close-out stage J Fahri, C Biesenthal, J Pollack, S Sankaran Construction Economics and Building 15 (3), 48-58, 2015 | 68 | 2015 |
| Classics in megaproject management: A structured analysis of three major works J Pollack, C Biesenthal, S Sankaran, S Clegg International Journal of Project Management 36 (2), 372-384, 2018 | 66 | 2018 |
| Does project management affect business productivity? Evidence from Australian small to medium enterprises J Pollack, D Adler Project Management Journal 45 (6), 17-24, 2014 | 59 | 2014 |
| Power and sensemaking in megaprojects SR Clegg, S Sankaran, C Biesenthal, J Pollack The Oxford handbook of megaproject management, 238-258, 2017 | 56 | 2017 |
| Project managers’ and change managers’ contribution to success J Pollack, C Algeo International Journal of Managing Projects in Business 9 (2), 451-465, 2016 | 49 | 2016 |
| Managing healthcare integration: Adapting project management to the needs of organizational change A Gordon, J Pollack Project Management Journal 49 (5), 5-21, 2018 | 46 | 2018 |
Lynn CrawfordThe University of SydneyVerified email at sydney.edu.au
