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.

• Type: Journal Article
• Keywords: corporate social performance; corporate social responsibility; stakeholder theory
• ISBN/ISSN: 0144-6193
• URL: https://doi.org/10.1080/01446193.2010.538706
• Abstract:
  Performance of corporations, under the stakeholder approach, is not measured in financial terms only; modern corporations have significant responsibilities beyond those to their shareholders. A value-laden concept such as sustainable construction, which emerges from a multi-stakeholder perspective, involves participation of the whole supply chain and incorporates the notion of corporate social responsibility (CSR). Creating sustainable habitats has societal as well as economic implications. While the UK government’s Department of Trade and Industry is promoting CSR as a business contribution to sustainable development, many have argued that corporate citizenship takes shape at the point of government failure in the facilitation of citizen’s rights. Recent research demonstrates varying degrees of corporate social performance (CSP) in different sectors and there are differing relationships between CSP and innovation in the real estate and construction sectors. A conceptual model linking corporate citizenship values (CCV) and CSP through corporate behaviour (B_CORP) from a CSR and stakeholder theory perspective is developed. The proposed model presents avenues for future research and represents a significant first step towards modelling the important link between CCV and CSP.

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.

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.