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.

• Type: Journal Article
• Keywords: Case studies; BIM; Expansive learning; Knowledge development; Construction technologies; Contemporary organizations;
• ISBN/ISSN: 2044-124X
• URL: https://doi.org/10.1108/BEPAM-06-2018-0092
• Abstract:
  The evolving roles of BIM and smart building technologies in the design and management of construction projects often present unexpected events and variabilities, which tend to erode professionals’ prior knowledge authority. The purpose of this paper is to explore how construction organisations can deploy knowledge and adapt to the requisite skills in order to make fitting responses to the ever-evolving technological and organisational transformations to address the prevailing construction challenges. The paper opted for an abductive research approach that ensures back-and-forth iterative dialogue between the empirical data and an amalgam of the theoretical proposition towards new understanding of the phenomenon under investigation. A multiple case study method was adopted to collate the empirical data from three separate construction organisations as they transitioned into BIM compliant work processes. The study has described new processes that not only mediate existing practices but focus on consistently resolving known tensions and contradictions between prior knowledge and the requirement of the changing work situation. The study also illustrates the cognitive synchronisation of the learning approaches within contemporary work organisations that align well with the merits and utilities entrenched within their niche technological choices. Due to the chosen research methodology, it is acknowledged that future comparative studies using a much larger quantitative data sample to further elucidate the findings of this paper would be an interesting further step. The study contributes to construction management literature by providing new insights into expansive learning environments capable of addressing cognitive contradictions and ambiguities inherent in the changing contemporary work patterns in the construction context as a consequence of BIM deployment.

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.

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.