Martin Morgan Tuuli, PhD (HKU), BSc(KNUST), FHEA
Martin Morgan Tuuli, PhD (HKU), BSc(KNUST), FHEA
Professor of Operations and Project Management, Loughborough University, UK
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Cited by
Cited by
Examining the role of transformational leadership of portfolio managers in project performance
J Kissi, A Dainty, M Tuuli
International Journal of project management 31 (4), 485-497, 2013
Performance consequences of psychological empowerment
MM Tuuli, S Rowlinson
Journal of construction engineering and management 135 (12), 1334-1347, 2009
Sociotechnical systems approach to BIM implementation in a multidisciplinary construction context
E Sackey, M Tuuli, A Dainty
Journal of management in engineering 31 (1), A4014005, 2015
Toward a model for forming psychological safety climate in construction project management
Y Shen, MM Tuuli, B Xia, TY Koh, S Rowlinson
International Journal of Project Management 33 (1), 223-235, 2015
Impact of quality control practices in sandcrete blocks production
BK Baiden, MM Tuuli
Journal of Architectural Engineering 10 (2), 53-60, 2004
Empowerment in project teams: A multilevel examination of the job performance implications
MM Tuuli, S Rowlinson
Construction Management and Economics 27 (5), 473-498, 2009
Empowering the project team: impact of leadership style and team context
MM Tuuli, S Rowlinson, R Fellows, AMM Liu
Team Performance Management: An International Journal 18 (3/4), 149-175, 2012
Dynamics of control in construction project teams
MM Tuuli, S Rowlinson, TY Koh
Construction Management and Economics 28 (2), 189-202, 2010
Stakeholder management in PPP projects: external stakeholders’ perspective
C Amadi, P Carrillo, M Tuuli
Built Environment Project and Asset Management 8 (4), 403-414, 2018
PPP projects: improvements in stakeholder management
C Amadi, P Carrillo, M Tuuli
Engineering, Construction and Architectural Management 27 (2), 544-560, 2020
Empowerment and control dynamics in project teams: A multilevel examination of the antecedents and job performance consequences
MM Tuuli
University of Hong Kong, 2009
What empowers individuals and teams in project settings? A critical incident analysis
M Morgan Tuuli, S Rowlinson
Engineering, Construction and Architectural Management 17 (1), 9-20, 2010
The role of corporate citizenship values in promoting corporate social performance: towards a conceptual model and a research agenda
AMM Liu, R Fellows, MM Tuuli
Construction Management and Economics 29 (2), 173-183, 2011
Implementation of Building Information Modeling (BIM) in construction: A comparative case study
S Rowlinson, R Collins, MM Tuuli, Y Jia
AIP Conference Proceedings 1233 (1), 572-577, 2010
Assessment and enforcement of liquidated damages in construction contracts in Ghana
MM Tuuli, BK Baiden, E Badu
Structural Survey 25 (3/4), 204-219, 2007
Stakeholder management in public private partnership projects in Nigeria: Towards a research agenda
C Amadi, P Carrillo, M Tuuli
Loughborough University, 2014
Critical analysis of research on project success in construction management journals
S Gunathilaka, MM Tuuli, ARJ Dainty
Proceedings 29th Annual ARCOM Conference 204, 979-988, 2013
Control modes and mechanisms in construction project teams: drivers and consequences
MM Tuuli, S Rowlinson, TY Koh
Construction management and economics 28 (5), 451-465, 2010
Managing change in BIM-Level 2 projects: benefits, challenges, and opportunities
KB Blay, MM Tuuli, J France-Mensah
Built Environment Project and Asset Management 9 (5), 581-596, 2019
The applicability of the Harvard and Warwick models in the development of human resource management policies of large construction companies in Ghana
SA Agyepong, FDK Fugar, MM Tuuli
WABER, 2010
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