ARCOM

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Amadi, C, Carrillo, P and Tuuli, M (2019) PPP projects: improvements in stakeholder management. Engineering, Construction and Architectural Management, 27(02), 544–60.

Amadi, C, Carrillo, P and Tuuli, M (2018) Stakeholder management in PPP projects: external stakeholders’ perspective. Built Environment Project and Asset Management, 8(04), 403–14.

Amadi, C, Carrillo, P and Tuuli, M (2014) Stakeholder management in public private partnership projects in Nigeria: Towards a research agenda. In: Raiden, A and Aboagye-Nimo, E (Eds.), Proceedings 30th Annual ARCOM Conference, 1-3 September 2014, Portsmouth, UK, Association of Researchers in Construction Management, 423–32.

Blay, K B, Tuuli, M M and France-Mensah, J (2019) Managing change in BIM-Level 2 projects: benefits, challenges, and opportunities. Built Environment Project and Asset Management, 9(05), 581–96.

Gunathilaka S, Tuuli M M and Dainty A R J (2013) Critical analysis of research on project success in construction management journals. In: Smith, S D and Ahiaga-Dagbui, D D (Eds.), Proceedings 29th Annual ARCOM Conference, 2-4 September 2013, Reading, UK, Association of Researchers in Construction Management, 979–988.

Koh T Y, Tuuli M M and Rowlinson S (2013) A relational approach to high reliability organising for construction project safety: a conceptual framework. In: Smith, S D and Ahiaga-Dagbui, D D (Eds.), Proceedings 29th Annual ARCOM Conference, 2-4 September 2013, Reading, UK, Association of Researchers in Construction Management, 369–379.

Liu, A M M, Fellows, R and Tuuli, M M (2011) The role of corporate citizenship values in promoting corporate social performance: towards a conceptual model and a research agenda. Construction Management and Economics, 29(02), 173–83.

Sackey, E, Tuuli, M and Dainty, A (2019) Expansive learning in contemporary construction organisations. Built Environment Project and Asset Management, 9(03), 383–98.

Tuuli, M and Acquah, S (2012) Do you feel what I feel? Empowerment contagion in project teams. In: Smith, S.D (Ed.), Proceedings 28th Annual ARCOM Conference, 3-5 September 2012, Edinburgh, UK. Association of Researchers in Construction Management, 563–74.

Tuuli, M M (2009) Empowerment and control dynamics in project teams: a multilevel examination of the antecedents and jobperformance consequences, Unpublished PhD Thesis, , University of Hong Kong.

Tuuli, M M and Koh, S R T Y (2009) Portfolio of control modes in project teams: A Hong Kong case study. In: Dainty, A R J (Ed.), Proceedings 25th Annual ARCOM Conference, 7-9 September 2009, Nottingham, UK. Association of Researchers in Construction Management, Vol. 2, 927–37.

Tuuli, M M and Rowlinson, S (2009) Empowerment in project teams: a multilevel examination of the job performance implications. Construction Management and Economics, 27(05), 473–98.

Tuuli, M M and Rowlinson, S (2010) Impact of leadership style and team context on psychological empowerment in construction project teams. In: Egbu, C (Ed.), Proceedings 26th Annual ARCOM Conference, 6-8 September 2010, Leeds, UK. Association of Researchers in Construction Management, Vol. 1, 411–20.

Tuuli, M M and Rowlinson, S (2009) Performance Consequences of Psychological Empowerment. Journal of Construction Engineering and Management, 135(12), 1334–47.

• Type: Journal Article
• Keywords: Construction industry; Construction management; Motivation; Performance characteristics; Personnel management;
• ISBN/ISSN: 0733-9364
• URL: https://doi.org/10.1061/(ASCE)CO.1943-7862.0000103
• Abstract:
  The relationship between psychological empowerment and job performance, and whether three intermediate performance determinants; motivation, ability, and opportunity to perform hold the key to unlocking the empowerment-performance relationship dilemma are addressed. Using hierarchical linear modeling to analyze responses from 380 project management-level staff, the results show that psychological empowerment not only has direct and positive performance consequences, but also indirect effects, mediated by intrinsic motivation, opportunity to perform and ability to perform. The findings provide preliminary evidence in support of a comprehensive model of work performance that takes into consideration not only motivation and ability but opportunity to perform. Indeed, opportunity to perform actually emerged as a stronger mediator in the psychological empowerment-contextual performance behaviors relationship than ability to perform. The findings of both direct and indirect relationships however demonstrate that the relationship between empowerment and performance is more complex than previously thought. Yet, by demonstrating that empowered employees exhibit positive performance behaviors, psychological empowerment clearly emerges as a valuable path for organizations to pursue in their search for performance improvement in project settings.

Tuuli, M M and Rowlinson, S (2007) Towards a conceptual framework of empowerment and job performance in project teams. In: Boyd, D (Ed.), Proceedings 23rd Annual ARCOM Conference, 3-5 September 2007, Belfast, UK. Association of Researchers in Construction Management, Vol. 1, 3–12.

Tuuli, M M and Rowlinson, S (2010) What empowers individuals and teams in project settings? A critical incident analysis. Engineering, Construction and Architectural Management, 17(01), 20.

Tuuli, M M, Rowlinson, S and Koh, T Y (2010) Control modes and mechanisms in construction project teams: drivers and consequences. Construction Management and Economics, 28(05), 451–65.

Tuuli, M M, Rowlinson, S and Koh, T Y (2010) Dynamics of control in construction project teams. Construction Management and Economics, 28(02), 202.