‪Martin Morgan Tuuli, PhD (HKU), BSc(KNUST), FHEA‬

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Steve RowlinsonVerified email at hku.hk
Andrew DaintyManchester Metropolitan UniversityVerified email at mmu.ac.uk
Enock SackeyVerified email at gimpa.edu.gh
anita liuProfessor, University of Hong KongVerified email at hku.hk
Bernard K. BaidenProfessor of Construction Project Delivery, Dept of Const. Tech. & Mgt, KNUSTVerified email at knust.edu.gh
Patricia CarrilloProf Strategic Management in Construction, Civil and Building Engineering, Loughborough UniversityVerified email at lboro.ac.uk
Richard FellowsProfessor of Construction Business Management, Civil and Building Engineering, LoughboroughVerified email at lboro.ac.uk
Ronan CollinsHong Kong UniversityVerified email at intelibuild.com
Bo XiaProfessor of Construction Management, Queensland University of TechnologyVerified email at qut.edu.au
Andrea Yunyan JIAHong Hong Polytechnic UniversityVerified email at polyu.edu.hk
Edward BaduProfessor of Construction Management, Kwame Nkrumah University of Science and TechnologyVerified email at knust.edu.gh
Sarath GunathilakaSenior Lecturer, Nottingham Trent UniversityVerified email at ntu.ac.uk
Karen B. BlaySenior Lecturer in Digital Construction & Quantity SurveyingVerified email at lboro.ac.uk
Jojo France-MensahThe University of Texas at AustinVerified email at utexas.edu
Frank FugarKwame Nkrumah University of Science & Technology, Kumasi - GhanaVerified email at knust.edu.gh
Gabriel NaniSenior Lecturer of Quantity Surveying and Procurement, KNUST, KumasiVerified email at knust.edu.gh
Isabelle Y. S. CHANUniversity of Hong KongVerified email at hku.hk
Professor Marcus EnochSchool of Architecture, Building and Civil Engineering, Loughborough UniversityVerified email at lboro.ac.uk
Shuibo ZhangTianjin UniversityVerified email at tju.edu.cn
Henk van RheeRotterdam School of Management, Erasmus UniversityVerified email at rsm.nl

Martin Morgan Tuuli, PhD (HKU), BSc(KNUST), FHEA

Professor of Operations and Project Management, Loughborough University, UK

Verified email at gimpa.edu.gh - Homepage

Project Management Construction Management Quantity Surveying Organisational Behaviour Big Data and Digital Technologies


Title Sort by citations Sort by year Sort by title	Cited by Cited by	Year
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	251	2013
Performance consequences of psychological empowerment MM Tuuli, S Rowlinson Journal of construction engineering and management 135 (12), 1334-1347, 2009	187	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	179	2015
Impact of quality control practices in sandcrete blocks production BK Baiden, MM Tuuli Journal of Architectural Engineering 10 (2), 53-60, 2004	120	2004
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	117	2015
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	99	2009
Empowering the project team: impact of leadership style and team context M Morgan Tuuli, S Rowlinson, R Fellows, AMM Liu Team Performance Management: An International Journal 18 (3/4), 149-175, 2012	78	2012
Dynamics of control in construction project teams MM Tuuli, S Rowlinson, TY Koh Construction Management and Economics 28 (2), 189-202, 2010	66	2010
PPP projects: improvements in stakeholder management C Amadi, P Carrillo, M Tuuli Engineering, Construction and Architectural Management 27 (2), 544-560, 2020	61	2020
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	61	2018
Empowerment and control dynamics in project teams: A multilevel examination of the antecedents and job performance consequences MM Tuuli University of Hong Kong, 2009	56	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	55	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	53	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	48	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	48	2007
Stakeholder management in public private partnership projects in Nigeria: towards a research agenda C Amadi, P Carrillo, M Tuuli Loughborough University, 2014	47	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	40	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	29	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	28	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	27	2010

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