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Neil W Turner
Neil W Turner
Professor of Project Management at Cranfield University
Verified email at cranfield.ac.uk - Homepage
Title
Cited by
Cited by
Year
Mechanisms for managing ambidexterity: A review and research agenda
N Turner, J Swart, H Maylor
International journal of management reviews 15 (3), 317-332, 2013
7162013
Understand, reduce, respond: project complexity management theory and practice
H Maylor, N Turner
International journal of operations & production management 37 (8), 1076-1093, 2017
1812017
Ambidexterity in projects: An intellectual capital perspective
N Turner, H Maylor, J Swart
International Journal of Project Management 33 (1), 177-188, 2015
1582015
Unpacking the theory on ambidexterity: An illustrative case on the managerial architectures, mechanisms and dynamics
N Turner, L Lee-Kelley
Management learning 44 (2), 179-196, 2013
1582013
How hard can it be?: Actively managing complexity in technology projects
HR Maylor, NW Turner, R Murray-Webster
Research-Technology Management 56 (4), 45-51, 2013
1572013
Facilitating organizational ambidexterity through the complementary use of projects and programs
S Pellegrinelli, R Murray-Webster, N Turner
International Journal of Project Management 33 (1), 153-164, 2015
1442015
A framework for understanding managerial responses to supply chain complexity
N Turner, J Aitken, C Bozarth
International Journal of Operations & Production Management 38 (6), 1433-1466, 2018
1232018
Who does what in enabling ambidexterity? Individual actions and HRM practices
J Swart, N Turner, Y Van Rossenberg, N Kinnie
The International Journal of Human Resource Management 30 (4), 508-535, 2019
812019
“It worked for manufacturing…!”: Operations strategy in project-based operations
H Maylor, N Turner, R Murray-Webster
International journal of project management 33 (1), 103-115, 2015
782015
PMO managers' self-determined participation in a purposeful virtual community-of-practice
L Lee-Kelley, N Turner
International Journal of Project Management 35 (1), 64-77, 2017
672017
Making it happen: How managerial actions enable project-based ambidexterity
N Turner, J Swart, H Maylor, E Antonacopoulou
Management Learning 47 (2), 199-222, 2016
662016
Towards a conceptualisation of quality in information technology projects
JG Geraldi, E Kutsch, N Turner
International Journal of Project Management 29 (5), 557-567, 2011
652011
Ambidexterity and knowledge strategy in major projects: A framework and illustrative case study
N Turner, H Maylor, L Lee-Kelley, T Brady, E Kutsch, S Carver
Project Management Journal 45 (5), 44-55, 2014
612014
Project resilience: The art of noticing, interpreting, preparing, containing and recovering
E Kutsch, M Hall
Routledge, 2016
562016
Rethinking project reliability using the ambidexterity and mindfulness perspectives
N Turner, E Kutsch, SA Leybourne
International Journal of Managing Projects in Business 9 (4), 845-864, 2016
542016
The role of collaborative interorganizational relationships in supply chain risks: a systematic review using a social capital perspective
A Daghar, L Alinaghian, N Turner
Supply Chain Management: An International Journal 26 (2), 279-296, 2021
482021
Learning in a programme context: An exploratory investigation of drivers and constraints
C Dutton, N Turner, L Lee-Kelley
International Journal of Project Management 32 (5), 747-758, 2014
412014
Ambidexterity in managing business projects–an intellectual capital perspective
N Turner, H Maylor, J Swart
International Journal of Managing Projects in Business 6 (2), 379-389, 2013
412013
Covid-19 response of an additive manufacturing cluster in Australia
T Boehme, J Aitken, N Turner, R Handfield
Supply Chain Management: An International Journal 26 (6), 767-784, 2021
312021
Why Scrum works in new product development: the role of social capital in managing complexity
D Baxter, N Turner
Production Planning & Control 34 (13), 1248-1260, 2023
222023
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