| Top management support: Mantra or necessity? R Young, E Jordan International journal of project management 26 (7), 713-725, 2008 | 628 | 2008 |
| Top management support—almost always necessary and sometimes sufficient for success: Findings from a fuzzy set analysis R Young, S Poon International journal of project management 31 (7), 943-957, 2013 | 227 | 2013 |
| Is strategy being implemented through projects? Contrary evidence from a leader in New Public Management R Young, M Young, E Jordan, P O'Connor International journal of project management 30 (8), 887-900, 2012 | 201 | 2012 |
| Project, programme and portfolio maturity: a case study of Australian Federal Government M Young, R Young, J Romero Zapata International Journal of Managing Projects in Business 7 (2), 215-230, 2014 | 66 | 2014 |
| Is strategy implemented by projects? Disturbing evidence in the State of NSW R Young, J Grant International Journal of Project Management 33 (1), 15-28, 2015 | 52 | 2015 |
| The relationship between project governance mechanisms and project success: An international data set R Young, W Chen, A Quazi, W Parry, A Wong, SK Poon International Journal of Managing Projects in Business 13 (7), 1496-1521, 2020 | 44 | 2020 |
| ACIS 2007 panel report: lack of relevance in IS research J Recker, R Young, F Darroch, P Marshall, J McKay Communications of the Association for Information Systems 24 (18), 303-314, 2009 | 15 | 2009 |
| What is the ROI for IT Project Governance? Establishing a benchmark R Young 2006 IT Governance International Conference, Auckland, New Zealand, 2006 | 15 | 2006 |
| IT Governance and Risk Management: an integrated multi-stakeholder framework RC Young, E Jordan Asia Pacific Decision Sciences Institute, Bangkok, Thailand, 2002 | 15 | 2002 |
| Generic skills to reduce failure rates in an undergraduate Accounting Information System course R Young, C Aoun Asian Social Science 4 (10), 60-70, 2008 | 14 | 2008 |
| The rise and fall of project management: are we observing the birth of a new discipline? M Young, R Young Journal of Project, Program & Portfolio Management 3 (1), 58 to 77-58 to 77, 2012 | 12 | 2012 |
| An example of relevant IS research for top managers on IT project failure R Young ACIS 2005 Proceedings, 14, 2005 | 12 | 2005 |
| Case studies: how boards and senior management have governed ICT projects to succeed (or fail) R Young Standards Australia, 2006 | 11 | 2006 |
| RE-ASSESSING THE IMPORTANCE OF NECESSARY OR SUFFICIENT CONDITIONS OF CRITICAL SUCCESS FACTORS IN IT PROJECT SUCCESS: A FUZZY SETTHEORETIC APPROACH S Poon, R Young, S Irandoost, L Land | 10 | 2011 |
| Explaining senior management support through IT project governance R Young Sydney, Australia, 2005 | 10 | 2005 |
| Lifting the game: board views on economic risk R Young, E Jordan The adoption and diffusion of IT in an environment of critical change …, 2002 | 10 | 2002 |
| Passion & IT governance R Young, E Jordan | 8 | 2003 |
| The Implications of Australian ICT Governance Standards for COBIT R Young, E Jordan 2005 IT Governance International Conference, 2005 | 7 | 2005 |
| Top management support fuzzy set analysis finding TMS the most important R Young, S Poon, S Irandoost | 6 | 2011 |
| Communications of the association for information systems J Recker, R Young, F Darroch, P Marshall, J McKay Communications of the Association for Information Systems 24 (18), 303-314, 2009 | 6 | 2009 |
