Professor Chris Ivory

Deputy Director, the Institute for International Management Practice

Institute for International Management Practice

Faculty:Lord Ashcroft International Business School

Location: Cambridge

Areas of Expertise: Business, management, leadership and law

Professor Chris Ivory is Deputy Director of the Institute for International Management Practice. His main areas of academic interest are project management, work and employment, healthcare technology, innovation and business school strategy.

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chris.ivory@anglia.ac.uk

Background

Before joining Anglia Ruskin University, Chris Ivory was a senior lecturer at The University of Newcastle-Upon-Tyne Business School. He holds a PhD and MSc from PREST (Policy Research into Engineering Science and Technology), part of Manchester University. Chris has also been a Research Associate in the Centre for Urban and Regional Development Studies, Newcastle University and before that at CROMTEC, at the University of Manchester Institute of Science and Technology (UMIST).

Chris has written for journals including the British Journal of Management, Business History, Long Range Planning, Project Management Journal, Critical Perspectives on International Business, Construction Management and Economics, International Journal of Project Management, R&D Management, TASM, Ephemera and Planning Theory. He'as also written on business school strategy through a series of commissioned Advanced Institute of Management (AIM) reports.

Research interests

My main areas of academic interest are project management, work and employment, healthcare technology, innovation and business school strategy.

Present research and writing includes the use of mobile technology at work, the use (and non-use) of project management tools, innovation in construction, the architect's experience of promoting innovation, sources of stability and instability in projects and business and innovation models in healthcare.

Areas of research supervision

  • Critical approaches to projects
  • The role of technology in healthcare innovation
  • The impacts of technology on work
  • The role of technology and the public sector
  • The role of the user in technology innovation

Present supervisions

Michael Duignan - Mega project legacies: London Olympics 2012

Ricardo Carolas – the Role of the user in Living Labs

Recent completions

Ewan Mackenzie (2014): Governmentality in a UK Authority, Newcastle University

Teaching

My teaching has previously encompassed innovation management, technology strategy, innovation studies, management in the media, managing change and project management. I also have extensive experience of teaching and leading modules for MBAs, Executive MBAs, Postgraduates and Undergraduate programmes.

I am the external examiner for Masters provision in Strategy and Technology Management at Leeds business school and previously, for Manchester University.

Qualifications

  • PhD Innovation and Diffusion in the UK Construction Industry, PREST, University of Manchester, 1995 - 2002.
  • MSc in Technical Change and Industrial Strategy, PREST, University of Manchester, 1992 - 1993.
  • BSc (Hons) in Communication and Information Studies (2:1) Brunel University, 1988 - 1992.

Memberships, editorial boards

  • Advanced Institute of Management
  • British Academy of Management
  • Editorial Board of Construction Management and Economics

Research grants, consultancy, knowledge exchange

I have recently completed a €1.5 million European Union Interreg project looking at technology change in healthcare in the UK, France, The Netherlands and Belgium (ended June, 2014). I am currently co-investigator on a €400,000 follow-on from this project exploring the support available for innovative SMEs seeking new heath and care opportunities regionally and internationally. Previously I have led on research for British Gas examining the role of mobile communications and diagnostic technologies on gas engineers’ working practices.

Selected recent publications

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Ivory, C. 2013. The role of the imagined user in planning and design narrative, Planning Theory, 12(4): 425-441.

Ivory, C. 2012. Images of projects – book review, Construction Management and Economics, 30(5): 415-416.

Alderman, N. and Ivory, C. 2011. Translation and convergence in projects: an organisational perspective on project success, Project Management Journal, 42(5): 17-30.

Ivory, C. 2011. Critical representation of work and organisation in popular culture – book review, Critical Perspectives on International Business, 7(1): 111-112.

Ivory C. and Genus A. 2010. Symbolic consumption, signification and the ‘lock out’ of electric cars 1885-1914, Business History, 52 (7): 1065-1079.

Alderman, N. and Ivory, C. 2010. Making sense of service-led projects, Construction Management and Economics, 28(11): 1131-1143.

Recent presentations and conferences

Heron, C., Alderman, N. and Ivory, C. (2014) ‘Projectification’ and the diffusion of project management in Higher Education, The Making Projects Critical 7 workshop.

Ivory, C and Turner, W. 2014. Defensible spaces in weakly structured interdisciplinary project teams – extending and re-thinking the role of boundary objects, The Making Projects Critical 7 workshop.

Invited speaker for:

  • Said Business School, Cambridge, Sources of inherent stability in technology based projects, Feb, 2015
  • Biz-4-Age/Innovombre discussion panel, the role of universities in healthcare innovation, Kortijk, Nov 2014
  • Project Management Institute (Lithuania) annual conference (May, 2013)
  • BI Business School, Oslo, talk on Innovation in Construction (April, 2013)
  • Manchester Business School, Re-thinking Critical Perspectives on Project Management (February, 2013)
  • Center for Employment Relations Innovation and Change, Leeds University Business School - Diagnostic Technologies and the Experience of Work (Feb, 2012)