| 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 | 177 | 2015 |
| Impact of quality control practices in sandcrete blocks production BK Baiden, MM Tuuli Journal of Architectural Engineering 10 (2), 53-60, 2004 | 119 | 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 | 118 | 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 | 80 | 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 |
| 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 | 60 | 2018 |
| PPP projects: improvements in stakeholder management C Amadi, P Carrillo, M Tuuli Engineering, Construction and Architectural Management 27 (2), 544-560, 2020 | 58 | 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 | 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 | 54 | 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 | 47 | 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 | 47 | 2007 |
| Stakeholder management in public private partnership projects in Nigeria: Towards a research agenda C Amadi, P Carrillo, M Tuuli Loughborough University, 2014 | 46 | 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 | 39 | 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 | 27 | 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 |
Steve Rowlinson在 hku.hk 的电子邮件经过验证
