Chris Ivory
Dr Rebecca Casey
Kathryn Watson
| Getting caught between discourse(s): Hybrid choices in technology use at work | 2020 |
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Chris Ivory
Dr Rebecca Casey
Kathryn Watson
| The role of mobile phones in repair worker communities of practice | 2016 |
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Dr Neil Alderman
Chris Ivory
| Dealing with ambiguity in complex projects: planned or emergent practices? | 2015 |
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Dr Neil Alderman
Chris Ivory
Professor Ian McLoughlin
Dr Roger Vaughan
| Managing Complex Projects: Networks, Knowledge and Integration | 2014 |
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Chris Ivory
| Critical representation of work and organisation in popular culture | 2011 |
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Dr Neil Alderman
Chris Ivory
| Translation and convergence in projects: an organisational perspective on project success | 2011 |
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Dr Neil Alderman
Chris Ivory
| Service-led Projects: Understanding the meta-project context | 2010 |
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Chris Ivory
Dr Audley Genus
| Symbolic consumption, signification and the ‘lock out’ of electric cars 1885-1914 | 2010 |
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Dr Neil Alderman
Chris Ivory
| Translation and convergence in projects: an organisational perspective on project success | 2010 |
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Professor Ian McLoughlin
Dr Neil Alderman
Chris Ivory
| Service-led megaprojects and sustainability: key issues in managing a new complexity | 2009 |
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Chris Ivory
Dr Neil Alderman
| The imagined user in projects: articulating competing discourses of space and knowledge work | 2009 |
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Dr Neil Alderman
Chris Ivory
Dr Roger Vaughan
| What Makes A Good Project? Project Management As A Problem Of Translation | 2009 |
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Chris Ivory
Dr Neil Alderman
| Who is the customer? Maintaining a customer orientation in long-term service-focused projects | 2009 |
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Chris Ivory
Dr Neil Alderman
| Imagined users: constructing competing narratives on space design | 2008 |
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Chris Ivory
Dr Neil Alderman
| Innovation in long-term capital goods projects: impacts of increasing diversity | 2008 |
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Chris Ivory
Dr Roger Vaughan
| The Role of Framing in Complex Transitional Projects | 2008 |
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Chris Ivory
Alan White
| Future of UK Business School’s Faculty: Retention, Recruitment and Development | 2007 |
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Dr Neil Alderman
Chris Ivory
| Partnering in major contracts: Paradox and metaphor | 2007 |
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Chris Ivory
Dr Neil Alderman
Alf Thwaites
Professor Ian McLoughlin
Dr Roger Vaughan
et al. | Working around the barriers to creating and sharing knowledge in capital goods projects: the client's perspective | 2007 |
|
Chris Ivory
Dr Neil Alderman
Professor Ian McLoughlin
Dr Roger Vaughan
| Sense making as a process within complex projects | 2006 |
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Chris Ivory
Alan White
| UK Business Schools: Historical Contexts and Future Scenarios | 2006 |
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Chris Ivory
Dr Neil Alderman
| Can project management learn anything from studies of failure in complex systems? | 2005 |
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Dr Neil Alderman
Chris Ivory
Professor Ian McLoughlin
Dr Roger Vaughan
| Sense-making as a process within complex service-led projects | 2005 |
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Chris Ivory
| The cult of customer responsiveness: Is design innovation the price of a client-focused construction industry? | 2005 |
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Chris Ivory
| Client, user and architect interactions in construction: Implications for analysing innovative outcomes from user-producer interactions in projects | 2004 |
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Chris Ivory
Dr Roger Vaughan
| Managing projects through making sense of project discourses: the case of long term service-led engineering projects | 2004 |
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Dr Neil Alderman
Chris Ivory
Professor Ian McLoughlin
Dr Roger Vaughan
Alf Thwaites
et al. | Sense-making as a process within complex service-led projects | 2004 |
|
Chris Ivory
Professor Ian McLoughlin
Dr Roger Vaughan
Dr Neil Alderman
Alf Thwaites
et al. | Sensemaking as a process within complex projects | 2003 |
|
Chris Ivory
Alf Thwaites
Dr Roger Vaughan
| Shifting the goal posts for design management in capital goods projects: 'Design for maintainability' | 2003 |
|
Chris Ivory
| The role of ‘tough customers’ in innovation in capital goods project networks | 2003 |
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Dr Neil Alderman
Professor Ian McLoughlin
Chris Ivory
Alf Thwaites
Dr Roger Vaughan
et al. | Trains, Cranes and Drains: Customer Requirements in Long-term Engineering Projects as a Knowledge Management Problem | 2003 |
|
Chris Ivory
Dr Neil Alderman
Alf Thwaites
Professor Ian McLoughlin
Dr Roger Vaughan
et al. | Knowledge management for new technology procurement: The case of a sludge treatment centre | 2002 |
|
Dr Neil Alderman
Chris Ivory
Professor Ian McLoughlin
Alf Thwaites
Dr Roger Vaughan
et al. | What is complex about complex projects and can they be managed? | 2002 |
|
Professor Ian McLoughlin
Dr Neil Alderman
Chris Ivory
Alf Thwaites
Dr Roger Vaughan
et al. | Knowledge management in long term engineering projects | 2000 |
|
Dr Neil Alderman
Chris Ivory
Alf Thwaites
Dr Roger Vaughan
Professor Ian McLoughlin
et al. | Meeting the challenges of customer requirements | 2000 |
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Chris Ivory
| Networks of competitive advantage: restructuring the British construction industry | 2000 |
|
Dr Neil Alderman
Professor Ian McLoughlin
Chris Ivory
Alf Thwaites
Dr Roger Vaughan
et al. | Trains, drains and cranes: customer requirements and knowledge management in long term engineering projects | 2000 |
|
Chris Ivory
| Innovation in construction: a study of small and medium-sized firms in the North West of England | 1998 |
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Chris Ivory
| Networking in the British construction industry: the problems of small and medium-sized firms | 1998 |
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