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| Issue Date | Title | Author(s) |
| 2023-05 | Call for papers: Mindfulness in project management | Daniel, C; Hülsheger, UR; Kudesia, RS; Sankaran, S; Wang, L |
| 2020-05 | Call for transparency of COVID-19 models. | Barton, CM; Alberti, M; Ames, D; Atkinson, J-A; Bales, J; Burke, E; Chen, M; Diallo, SY; Earn, DJD; Fath, B; Feng, Z; Gibbons, C; Hammond, R; Heffernan, J; Houser, H; Hovmand, PS; Kopainsky, B; Mabry, PL; Mair, C; Meier, P; Niles, R; Nosek, B; Osgood, N; Pierce, S; Polhill, JG; Prosser, L; Robinson, E; Rosenzweig, C; Sankaran, S; Stange, K; Tucker, G |
| 2017 | Cambridge Handbook of Organizational Project Management | Sankaran, S; Müller, R; Drouin, N |
| 2006-01 | Careless conversations, costly mistakes: Coercive managers and organizations in the litigious spotlight | Kouzmin, A; Hase, S; Sankaran, S |
| 2018-02-01 | Classics in megaproject management: A structured analysis of three major works | Pollack, J; Biesenthal, C; Sankaran, S; Clegg, S |
| 2023-12-01 | Climbing to the top: Personal life stories on becoming megaproject leaders | Marrewijk, AV; Sankaran, S; Drouin, N; Müller, R |
| 2010-01 | Closing the loop: A systems thinking led sustainable sanitation project in Australia | Sankaran, S; Abeysuriya, K; Gray, J; Kachenko, A; Wilby, J |
| 2012-01 | Coaching Collaborative Creativity and Innovation: An Action-Based Method for Sustainable Innovation, Learning and Development in Business Organizations | Sankaran, S; Brown, SW; Zuber-Skerritt, O |
| 2021-01-01 | Conclusions and reflections | Piggot-Irvine, E; Ferkins, L; Rowe, W; Sankaran, S; Piggot-Irvine, E; Ferkins, L; Rowe, W; Sankaran, S |
| 2021-01-01 | Conclusions and reflections: what have we learnt about megaproject leaders? | Sankaran, S; Marrewijk, AV; Drouin, N; Muller, R |
| 2022-12-16 | Construction Cultures: Sources, Signs, and Solutions of Toxicity | Clegg, S; Loosemore, M; Walker, D; Marrewijk, A; Sankaran, S |
| 2015-08-02 | Coverage of 'Human Factors' in project management literature | Sankaran, S; FeldBrugge, K; Pasian, B; Wilby, J |
| 2020-09-30 | Creating a 'sustainability sublime' to enable megaprojects to meet the United Nations sustainable development goals | Sankaran, S; Mueller, R; Drouin, N |
| 2007-01 | Critical incidents: Drilling down to core ethical issues | Wong, P; Sankaran, S; Sankaran, G; Miller, P |
| 2017-08-01 | Critical success factors (CSFs) for integration of sustainability into construction project management practices in developing countries | Banihashemi, S; Hosseini, MR; Golizadeh, H; Sankaran, S |
| 2021-03-06 | Data Analytics to Evaluate Public Value from Megaprojects | Devkar, G; Sankaran, S; Ke, Y; Ninan, J; Mathur, S; Tsang, I; Vuorinen, L |
| 2018 | Decision-making in project portfolio management: using the Cynefin framework to understand the impact of complexity | Shalbafan, S; Leigh, E; Pollack, J; Sankaran, S |
| 2014-01-01 | Deconstructing dynamic capabilities: The role of cognitive and organizational routines in the innovation process | Gajendran, T; Brewer, G; Gudergan, S; Sankaran, S |
| 2023-10-30 | Delphi Method: A democratic dialectical, consensus seeking open systems approach | Ang, K; Sankaran, S; Hase, S |
| 2005-01 | Developing a dilemma model to diagnose and overcome organizational cultural barriers to implement knowledge management | Sankaran, S; Glover, J; Walker, S; James, P |
