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Author

Martin Morgan Tuuli

Observed names: M. M. Tuuli, M. Tuuli, M.M. Tuuli, Martin Morgan Tuuli, Martin M. Tuuli, Martin Tuuli, Martin Tuuli (1248651), Tuuli, Martin M.
Observed institutions: Loughborough University, Kwame Nkrumah University of Science and Technology, Taylor Wimpey (United Kingdom), Ghana Institute of Management and Public Administration, University of Hong Kong, University of Westminster
ORCID: 0000-0003-1851-2330
Observed ORCID: 0000-0003-1851-2330
OpenAlex ID: A5032978442
Examining the role of transformational leadership of portfolio managers in project performance
2012 · John Kissi, Andrew Dainty, et al. · International Journal of Project Management · 158
Sociotechnical Systems Approach to BIM Implementation in a Multidisciplinary Construction Context
2014 · E. Sackey, M. Tuuli, et al. · Journal of Management in Engineering · 145
Performance Consequences of Psychological Empowerment
2009 · Martin Morgan Tuuli, Steve Rowlinson · Journal of Construction Engineering and Management · 95
Toward a model for forming psychological safety climate in construction project management
2014 · Yuzhong Shen, Martin M. Tuuli, et al. · International Journal of Project Management · 89
Empowerment in project teams: a multilevel examination of the job performance implications
2009 · Martin Morgan Tuuli, Steve Rowlinson · Construction Management and Economics · 62
Impact of Quality Control Practices in Sandcrete Blocks Production
2004 · B. K. Baiden, M. M. Tuuli · Journal of Architectural Engineering · 51
Stakeholder management in PPP projects: external stakeholders’ perspective
2018 · Chika Amadi, Patricia Carrillo, et al. · Built Environment Project and Asset Management · 50
PPP projects: improvements in stakeholder management
2019 · Chika Amadi, Pat Carrillo, et al. · Engineering Construction & Architectural Management · 42
Dynamics of control in construction project teams
2010 · Martin Morgan Tuuli, Steve Rowlinson, et al. · Construction Management and Economics · 38
The role of corporate citizenship values in promoting corporate social performance: towards a conceptual model and a research agenda
2011 · Anita M.M. Liu, Richard Fellows, et al. · Construction Management and Economics · 34
Managing change in BIM-Level 2 projects: benefits, challenges, and opportunities
2019 · Karen B. Blay, Martin Morgan Tuuli, et al. · Built Environment Project and Asset Management · 30
What has project characteristics got to do with the empowerment of individuals, teams and organisations?
2018 · Martin Morgan Tuuli · International Journal of Managing Projects in Business · 29
What empowers individuals and teams in project settings? A critical incident analysis
2010 · Martin Morgan Tuuli, Steve Rowlinson · Engineering Construction & Architectural Management · 28
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Implementation of Building Information Modeling (BIM) in Construction: A Comparative Case Study
2010 · Steve Rowlinson, Ronan Collins, et al. · AIP conference proceedings · 28
Empowering the project team: impact of leadership style and team context
2012 · Martin Morgan Tuuli, Steve Rowlinson, et al. · Team Performance Management · 26
Assessment and enforcement of liquidated damages in construction contracts in Ghana
2007 · M.M. Tuuli, B.K. Baiden, et al. · International Journal of Building Pathology and Adaptation · 25
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Role of government funding in fostering collaboration between knowledge-based organizations: Evidence from the solar PV industry in China
2017 · Anita MM Liu, Otto Xinning Liang, et al. · Energy Exploration & Exploitation · 21
Stakeholder management in public private partnership projects in Nigeria: towards a research agenda
2014 · Chika J. Amadi, Patricia Carrillo, et al. · Loughborough University Institutional Repository (Loughborough University) · 21
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Critical Analysis of Research on Project Success in Construction Management Journals
2013 · Sarath Gunathilaka, Martin Morgan Tuuli, et al. · 21
Empowerment and control dynamics in project teams : a multilevel examination of the antecedents and job performance consequences
2009 · Martin Morgan Tuuli · 20
Control modes and mechanisms in construction project teams: drivers and consequences
2010 · Martin Morgan Tuuli, Steve Rowlinson, et al. · Construction Management and Economics · 19
Individual-Level Antecedents of Psychological Empowerment
2013 · Martin Morgan Tuuli, Steve Rowlinson, et al. · Journal of Management in Engineering · 17
Empowering project teams: toward an integrative conceptualization of empowerment
2007 · Martin Morgan Tuuli, Steve Rowlinson · Loughborough University Institutional Repository (Loughborough University) · 13
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Towards a conceptual framework of empowerment and job performance in project teams
2007 · Martin Morgan Tuuli, Steve Rowlinson · Loughborough University Institutional Repository (Loughborough University) · 11
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How Ability, Motivation, and Opportunity Drive Individual Performance Behaviors in Projects: Tests of Competing Theories
2021 · Martin Morgan Tuuli, Henk van Rhee · Journal of Management in Engineering · 9
Works count: 62
Citation count: 1,169
H-index: 20
I10-index: 24
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