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The current discourse on organizational project management (OPM) focuses mainly on the integration of project, program and portfolio management, and ignores the contributions of other organizational entities and tasks to OPM. This paper overcomes this shortcoming by taking an organization theory perspective to develop and validate a seven layer "onion" model of elements that constitute OPM, their relationships, integration, and structural implementation in organizations. The particulardoi:10.1177/8756972819847876 fatcat:rxcwm3puezgfjhdjpngepgwveu