| Partnering in major contracts: Paradox and metaphor N Alderman, C Ivory International Journal of Project Management 25 (4), 386-393, 2007 | 182 | 2007 |
| 25 years of ‘sustainable projects’. What we know and what the literature says L Sabini, D Muzio, N Alderman International Journal of Project Management 37 (6), 820-838, 2019 | 169 | 2019 |
| Sense-making as a process within complex service-led projects N Alderman, C Ivory, I McLoughlin, R Vaughan International journal of project management 23 (5), 380-385, 2005 | 161 | 2005 |
| Can project management learn anything from studies of failure in complex systems? C Ivory, N Alderman Project management journal 36 (3), 5-16, 2005 | 157 | 2005 |
| The impact of management training and development on small and medium-sized enterprises JN Marshall, N Alderman, C Wong, A Thwaites International Small Business Journal 13 (4), 73-90, 1995 | 125 | 1995 |
| Management training in small and medium-sized enterprises: methodological and conceptual issues C Wong, JN Marshall, N Alderman, A Thwaites The International Journal of Human Resource Management 8 (1), 44-65, 1997 | 116 | 1997 |
| The impact of government-assisted management training and development on small and medium-sized enterprises in Britain JN Marshall, N Alderman, C Wong, A Thwaites Environment and Planning C: Government and Policy 11 (3), 331-348, 1993 | 86 | 1993 |
| Translation and convergence in projects: An organizational perspective on project success N Alderman, C Ivory Project Management Journal 42 (5), 17-30, 2011 | 74 | 2011 |
| Modelling regional patterns of innovation diffusion in the UK metalworking industries N Alderman, S Davies Regional Studies 24 (6), 513-528, 1990 | 52 | 1990 |
| Innovation and technological change: An Austrian-British comparison N Alderman, MM Fischer Environment and planning A 24 (2), 273-288, 1992 | 49 | 1992 |
| Relocation, relocation, relocation: Assessing the case for public sector dispersal JN Marshall, D Bradley, C Hodgson, N Alderman, R Richardson Regional Studies 39 (6), 767-787, 2005 | 47 | 2005 |
| The paradoxical profession: Project management and the contradictory nature of sustainable project objectives L Sabini, N Alderman Project Management Journal 52 (4), 379-393, 2021 | 42 | 2021 |
| Sense-making as a process within complex projects C Ivory, N Alderman, I McLoughlin, R Vaughan Making projects critical, 316-334, 2006 | 37 | 2006 |
| Company classification: a new perspective on modelling the engineering design and product development process D Maffin, N Alderman, P Braiden, B Hills, A Thwaites Journal of Engeering Design 6 (4), 275-289, 1995 | 36 | 1995 |
| Managing the product development process: combining best practice with company and project contexts D Maffin, A Thwaites, N Alderman, P Braiden, B Hills Technology Analysis & Strategic Management 9 (1), 53-76, 1997 | 32 | 1997 |
| Working around the Barriers to Creating and Sharing Knowledge in Capital Goods Projects: the Client's Perspective* CJ Ivory, N Alderman, AT Thwaites, IP McLoughlin, R Vaughan British Journal of Management 18 (3), 224-240, 2007 | 31 | 2007 |
| Civil service relocation and the English regions JN Marshall, N Alderman, AT Thwaites Regional Studies 25 (6), 499-510, 1991 | 31 | 1991 |
| Engineering design and product development and its relationship to manufacturing: A programme of case study research in British companies PM Braiden, N Alderman, AT Thwaites International journal of production economics 30, 265-272, 1993 | 29 | 1993 |
| Technological change in a spatial context: Theory, empirical evidence and policy E Ciciotti, N Alderman, A Thwaites Springer Science & Business Media, 2012 | 24 | 2012 |
| Mobility versus embeddedness: the role of proximity in major capital projects N Alderman Proximity, Distance and Diversity, 255-276, 2017 | 22 | 2017 |
