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Browsing by Author Tuuli, Martin Morgan

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Issue DateTitleAuthor(s)
2010The applicability of the Harvard and Warwick models in the development of human resource management policies of large construction companies in GhanaAgyepong, Sena A.; Fugar, Frank D.K.; Tuuli, Martin Morgan
2007Assessment and enforcement of liquidated and ascertained damages in construction contracts in GhanaTuuli, Martin Morgan; Baiden, B.K.; Badu, E.
2009BIM and design and construction integration - the role of relationship management as the catalystRowlinson, Steve; Tuuli, Martin Morgan; Collins, Ronan
2012Competing models of how motivation, opportunity, and ability drive job performance in project teamsTuuli, Martin Morgan
2013Congruence and scope for incorporating ACTIVE principles into project management competency frameworksHodgson, J.W.; Tuuli, Martin Morgan; Brooks, N.J.
2010Control modes and mechanisms in construction project teams: drivers and consequencesTuuli, Martin Morgan; Rowlinson, Steve; Koh, Tas Yong
2008A cultural perspective to stakeholder management in the Hong Kong construction industryRowlinson, Steve; Koh, Tas Yong; Tuuli, Martin Morgan
2012Do you feel what I feel? Empowerment contagion in project teamsTuuli, Martin Morgan; Acquah, Sylvia
2010Dynamics of control in construction project teamsTuuli, Martin Morgan; Rowlinson, Steve; Koh, Tas Yong
2011Dynamics of empowerment in projectsSackey, Enoch; Tuuli, Martin Morgan; Dainty, Andrew R.J.
2007Empowering project teams: toward an integrative conceptualization of empowermentTuuli, Martin Morgan; Rowlinson, Steve
2012Empowering the project team: impact of leadership style and team contextTuuli, Martin Morgan; Rowlinson, Steve; Fellows, Richard; Liu, Anita
2010Empowerment and control dynamics in project teams: a multilevel examination of the antecedents and job performance consequences [abstract of doctoral thesis]Tuuli, Martin Morgan
2009Empowerment in project teams: a multi-level examination of the job performance implicationsTuuli, Martin Morgan; Rowlinson, Steve
2013Examining the role of transformational leadership of portfolio managers in project performanceKissi, John; Dainty, Andrew R.J.; Tuuli, Martin Morgan
2010An exploratory study of the contextual meaning and consequences of empowerment in project teamsTuuli, Martin Morgan; Rowlinson, Steve
2010Impact of leadership style and team context on psychological empowerment in construction project teamsTuuli, Martin Morgan; Rowlinson, Steve
2004Impact of quality control practices in sandcrete blocks productionBaiden, B.K.; Tuuli, Martin Morgan
2010Implementation of building information modeling (BIM) in construction: a comparative case studyRowlinson, Steve; Collins, Ronan; Tuuli, Martin Morgan; Jia, Yunyan
2009Performance consequences of psychological empowermentTuuli, Martin Morgan; Rowlinson, Steve
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