Publications by Chris Ivory - ePrints

Browsing publications by Chris Ivory.

Newcastle Authors	Title	Year
Chris Ivory Dr Rebecca Casey Kathryn Watson	Getting caught between discourse(s): Hybrid choices in technology use at work	2020
Chris Ivory Dr Rebecca Casey Kathryn Watson	The role of mobile phones in repair worker communities of practice	2016
Dr Neil Alderman Chris Ivory	Dealing with ambiguity in complex projects: planned or emergent practices?	2015
Dr Neil Alderman Chris Ivory Professor Ian McLoughlin Dr Roger Vaughan	Managing Complex Projects: Networks, Knowledge and Integration	2014
Chris Ivory	Critical representation of work and organisation in popular culture	2011
Dr Neil Alderman Chris Ivory	Translation and convergence in projects: an organisational perspective on project success	2011
Dr Neil Alderman Chris Ivory	Service-led Projects: Understanding the meta-project context	2010
Chris Ivory Dr Audley Genus	Symbolic consumption, signification and the ‘lock out’ of electric cars 1885-1914	2010
Dr Neil Alderman Chris Ivory	Translation and convergence in projects: an organisational perspective on project success	2010
Professor Ian McLoughlin Dr Neil Alderman Chris Ivory	Service-led megaprojects and sustainability: key issues in managing a new complexity	2009
Chris Ivory Dr Neil Alderman	The imagined user in projects: articulating competing discourses of space and knowledge work	2009
Dr Neil Alderman Chris Ivory Dr Roger Vaughan	What Makes A Good Project? Project Management As A Problem Of Translation	2009
Chris Ivory Dr Neil Alderman	Who is the customer? Maintaining a customer orientation in long-term service-focused projects	2009
Chris Ivory Dr Neil Alderman	Imagined users: constructing competing narratives on space design	2008
Chris Ivory Dr Neil Alderman	Innovation in long-term capital goods projects: impacts of increasing diversity	2008
Chris Ivory Dr Roger Vaughan	The Role of Framing in Complex Transitional Projects	2008
Chris Ivory Alan White	Future of UK Business School’s Faculty: Retention, Recruitment and Development	2007
Dr Neil Alderman Chris Ivory	Partnering in major contracts: Paradox and metaphor	2007
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
Chris Ivory Alan White	UK Business Schools: Historical Contexts and Future Scenarios	2006
Chris Ivory Dr Neil Alderman	Can project management learn anything from studies of failure in complex systems?	2005
Dr Neil Alderman Chris Ivory Professor Ian McLoughlin Dr Roger Vaughan	Sense-making as a process within complex service-led projects	2005
Chris Ivory	The cult of customer responsiveness: Is design innovation the price of a client-focused construction industry?	2005
Chris Ivory	Client, user and architect interactions in construction: Implications for analysing innovative outcomes from user-producer interactions in projects	2004
Chris Ivory Dr Roger Vaughan	Managing projects through making sense of project discourses: the case of long term service-led engineering projects	2004
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
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
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
Chris Ivory	Networking in the British construction industry: the problems of small and medium-sized firms	1998