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Purpose -The purpose of this paper is to investigate the philosophical stances and related methodologies used within the last 15 years of project management research using The International Research Network on Organizing by Projects (IRNOP) conference papers. Design/methodology/approach -Utilizing a systematic sampling approach, IRNOP conference papers from 1994, 2000 and 2007 were analyzed for prevalent philosophical streams in project management research. Findings -Results show a dominance of ontological subjectivism and epistemological interpretivism, with a preference for case studies and qualitative methods. Trends indicate a growth of positivist studies and, at the same time, an increase in multi-case studies.Research limitations/implications -This paper's contribution to knowledge lies in the identification of predominant research paradigms for research reported at project management conferences using IRNOP as an example. The study shows trends, preferences, and potential differences between published research and conference papers. Originality/value -Information on the quality, quantity and timely trends of underlying philosophies in project management research are lacking an insightful exploration of the project management research field. This is necessary for a better understanding of the past, present and possible future of research paradigms in project management. The paper's findings can be used to improve the interpretation of the state of knowledge in project management research.

The purpose of this article is to explore the roles and potential benefits of axiology and value theory in project research. This is done through (1) an exploration of the essentials of axiology and value theory; (2) a review focused on how values have been used in project research; and (3) a reflection based on the historical–logical development of—and paradigmatic influences on—projects and their management. It is concluded that project research would benefit from a more encompassing philosophical treatment of axiology beyond merely acknowledging values as a thematic concept or as part of a project management methodology.

The purpose of this article is to investigate how organizations organize the early phases of research and development (R&D) projects in the pharmaceutical industry to achieve frequent innovation. The investigation was designed as a qualitative multiple case study. The analysis identified a standardized projectification of the preproject phases, leading to certain conflicts, such as a severe tension between dynamic, project, and multiproject capabilities, which hamper frequent innovation. Optimizing combinative capabilities to balance the capabilities triumvirate can provide powerful leverage and boost frequent innovation.