Newcastle University

Background

Chris is a Senior Lecturer in Mangement. Before coming to the Business School as a Lecturer in 1999 he was a Research Associate in the Centre for Urban and Regional Development Studies, also at Newcastle University, and prior to that he was a research associate at CROMTEC, at the University of Manchester Institute of Science and Technology (UMIST).

Roles and Responsibilities

Chris is the Degree Programme Director for the Postgraduate course Innovation, Technology and Entrepreneurship programme www.ncl.ac.uk/nubs/postgrad/taught/icem/index.htm and is responsible for the school's PG service teaching.

Qualifications

PhD and MSc from PREST (Policy Research into Engineering Science and Technology), part of Manchester University.

Memberships

Chris is a member of the British Academy of Management and the European Academy of Management.

Honours and Awards

Chris is an Advanced Institute of Management (AIM) Scholar.

Invited to review for the ESRC and for a wide range of high profile journals including: British Journal of Management; Long Range Planning; R&D Management; International Journal of Operations and Production Management; Human Resources; International Journal of Information Technology and Management; Information Technology and People, International Journal of Technology Management; Construction Management and Economics and Science Policy. Reviewer for EURAM Project Management track.

Research Interests

Chris's research interests include: innovation studies, critical approaches to project management and research into the management of complex projects. Chris also has interests, through his research as an AIM scholar, in the management of business schools in the UK.

Current Work

Chris is currently examining the way in which organisations construct and understand their own office space requirements.

Future Research

Chris is involved in writing grant applications to explore the management of 'the user' in the innovation and design process and career and identitity management amongst project managers.

Industrial Relevance

Chris's work has been adopted by project managers and institutions involved in project management training and professional support. Chris's work on business school strategy has contributed to debates around the future of UK business schools and has become a 'must read' for business school deans.

Undergraduate Teaching

BUS3019 Management and Organisation In Popular Culture
BUS3010 Innovation and Technology Management
BUS3027 Innovation and Creativity

Postgraduate Teaching

NSM929 Managing Complex Projects
NBS8062 Research Methods
NBS8214 Innovation and Technology Strategy

• Ivory C. Critical representation of work and organisation in popular culture. Critical Perspectives on International Business 2011, 7, 111-112.
• Alderman N, Ivory C, McLoughlin I, Vaughan R. Managing Complex Projects: Networks, Knowledge and Innovation. London: Routledge, 2013. In Press.
• Alderman N, Ivory C. Translation and convergence in projects: an organisational perspective on project success. Project Mangement Journal 2011, 42(5), 17-30.
• Alderman N, Ivory CJ. Service-led Projects: Understanding the meta-project context. Construction Management and Economics 2010,28 11 1131-1143.
• Ivory C, Genus A. Symbolic consumption, signification and the ‘lock out’ of electric cars 1885-1914. Business History 2010, 52(7), 1107-1122.
• McLoughlin I, Alderman N, Ivory C. Service-led megaprojects and sustainability: key issues in managing a new complexity. In: British Academy of Management Annual Conference. 2009, Brighton, UK.
• Ivory CJ, Alderman N. The imagined user in projects: articulating competing discourses of space and knowledge work. Ephemera 2009, 9(2), 131-148.
• Alderman N, Ivory C, McLoughlin I, Vaughan R. What Makes A Good Project? Project Management As A Problem Of Translation. In: EURAM 2009. 2009, Liverpool, England: EURAM.
• Ivory CJ, Alderman N. Who is the customer? Maintaining a customer orientation in long-term service-focused projects. International Journal of Technology Management 2009,48 2 140-152.
• Ivory CJ, Alderman N. Imagined users: constructing competing narratives on space design. In: Royal Geographic Society with the Institute of British Geographers Annual International Conference. 2008, London, UK.
• Ivory CJ, Alderman N. Innovation in long-term capital goods projects: impacts of increasing diversity. In: European Academy of Management. 2008, Ljubljana, Slovenia.
• Ivory CJ, Vaughan R. The Role of Framing in Complex Transitional Projects. Long Range Planning 2008, 41(1), 93-106.
• Ivory C, Miskell P, Shipton H, White A. Future of UK Business School’s Faculty: Retention, Recruitment and Development. London: Advanced Institute of Management, 2007.
• Alderman N, Ivory C. Partnering in major contracts: Paradox and metaphor. International Journal of Project Management 2007, 25(4), 386-393.
• Ivory CJ, Alderman N, Thwaites AT, McLoughlin IP, Vaughan R. Working around the barriers to creating and sharing knowledge in capital goods projects: the client's perspective. In: IEEE International Engineering Management Conference. 2007, St. Johns College, Cambridge: Wiley-Blackwell Publishing Ltd.
• Ivory CJ, Alderman N, McLoughlin IP, Vaughan R. Sense making as a process within complex projects. In: Hodgson, D., Svetlana, C, ed. Making Projects Critical. London: Palgrave, 2006, pp.316-334.
• Ivory C, Miskell P, Shipton H, White A. UK Business Schools: Historical Contexts and Future Scenarios. London: Advanced Institute of Management, 2006.
• Ivory CJ, Alderman N. Can project management learn anything from studies of failure in complex systems?. Project Management Journal 2005, 36(3), 5-16.
• Alderman N, Ivory C, McLoughlin I, Vaughan R. Sense-making as a process within complex service-led projects. International Journal of Project Management 2005, 23(5), 380-385.
• Ivory C. The cult of customer responsiveness: Is design innovation the price of a client-focused construction industry?. Construction Management and Economics 2005, 23(8), 861-870.
• Ivory C. Client, user and architect interactions in construction: Implications for analysing innovative outcomes from user-producer interactions in projects. Technology Analysis and Strategic Management 2004, 16(4), 495-508.
• Ivory C, Vaughan R. Managing projects through making sense of project discourses: the case of long term service-led engineering projects. In: EURAM, Governance in Managerial Life (Governance of Projects Track). 2004, St. Andrews.
• Ivory CJ, McLoughlin IP, Vaughan R, Alderman N, Thwaites AT. Sensemaking as a process within complex projects. In: Projects Critical Workshop .2003,Bristol Business School, Bristol, UK
• Ivory CJ, Thwaites AT, Vaughan R. Shifting the goal posts for design management in capital goods projects: 'Design for maintainability'. R & D Management 2003, 33(5), 529-537.
• Ivory CJ. The role of ‘tough customers’ in innovation in capital goods project networks. In: Proceedings of the British Academy of Management Annual Conference: Knowledge into Practice. 2003, Harrogate, UK.
• Alderman N, McLoughlin IP, Ivory CJ, Thwaites AT, Vaughan R. Trains, Cranes and Drains: Customer Requirements in Long-term Engineering Projects as a Knowledge Management Problem. In: von Zedtwitz, M; Haour, G; Khalil, T; Lefebvre, LA, ed. Growth through Business, Innovation and Entrepreneurship. Oxford: Pergamon Press, 2003, pp. 331-348.
• Ivory CJ, Alderman N, Thwaites A, McLoughlin IP, Vaughan R. Knowledge management for new technology procurement: The case of a sludge treatment centre. In: IEEE International Engineering Management Conference. 2002, Cambridge, UK: IEEE.
• Alderman N, Ivory CJ, McLoughlin IP, Thwaites AT, Vaughan R. What is complex about complex projects and can they be managed?. In: EURAM Conference ‘Innovative Research in Management, Track 23: Managing Complex Projects’.2002,Stockholm, Sweden
• McLoughlin IP, Alderman N, Ivory CJ, Thwaites A, Vaughan R. Knowledge management in long term engineering projects. In: Knowledge Management: Controversies and Causes Conference. 2000, University of Warwick.
• Alderman N, Ivory CJ, Thwaites A, Vaughan R, McLoughlin IP, Braiden P. Meeting the challenges of customer requirements. 2000. Report to the EPSRC on the 1st project Workshop.
• Miozzo M, Ivory CJ. Networks of competitive advantage: restructuring the British construction industry. Technology Analysis and Strategic Management 2000, 12(4), 513-531.
• Alderman N, McLoughlin IP, Ivory CJ, Thwaites A, Vaughan R. Trains, drains and cranes: customer requirements and knowledge management in long term engineering projects. In: Proceedings of the British Academy of Management Conference (BAM). 2000, Edinburgh, UK.
• Miozzo M, Ivory CJ. Innovation in construction: a study of small and medium-sized firms in the North West of England. Manchester School of Management, 1998. Report to ERDF.
• Ivory CJ, Miozzo M. Networking in the British construction industry: the problems of small and medium-sized firms. In: Proceedings of R&D Management Conference. 1998, Avila, Spain.