Prof Chris Ivory

Prof. Chris Ivory


Deputy Director of Institute of International Management Practice (IIMP)

Location: Lord Ashcroft Building, 1st floor, Cambridge
Room: LAB 119

UK: 0845 196 2248
International: +44 (0)1245 493131 ext. 2248
Email: chris.ivory@anglia.ac.uk
Chris's main areas of academic interest are project management, critical theory and innovation. He 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 and Ephemera. Chris has also written on business school strategy through a series of commissioned Advanced Institute of Management (AIM) reports.

His present research and writing includes the use of mobile technology at work, the use (and non-use) of project management tools, the architect's experience of promoting innovation, interdisciplinary teams and the socio-technical processes driving stability and instability in projects.

Chris is also interested in pursuing themes such as include the role of the 'imagined user' in design and innovation, innovation in capital goods contexts, the study of practice and technology (in work and in broader contexts, such as in sustainable behaviors) and identity construction amongst business school academics.


Books

  • Alderman, N, Ivory, C, McLoughlin, I. and Vaughan, R. (2013) Managing Complex Projects: Networks, Knowledge and Integration, London: Routledge.

Journal articles in print or forthcoming

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  • Ivory, C. (forthcoming) The role of the imagined user in planning and design narrative, Planning Theory.
  • 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.
  • Ivory, C.J. and Alderman, C.J. (2009) The imagined user in projects: articulating competing discourses of space and knowledge work, Ephemera, Theory and Politics in Organisation, 9(2): 133-151.
  • Ivory, C.J. and Alderman, N. (2009) Who is the customer? Maintaining a customer orientation in long-term service-focused projects, International Journal of Technology Management, 48(2):140-152.
  • Ivory, C.J. and Vaughan, R. (2008) Managing through framing in complex transformational projects, Long Range Planning, 41(1): 93-106.
  • Ivory, C.J., Alderman, N, Thwaites, A, McLoughlin, I.P. and Vaughan, R. (2007) Working around the barriers to creating and sharing knowledge in capital goods projects: the client's perspective, British Journal of Management, 18(3): 224-240.
  • Alderman, N. and Ivory, C.J. (2007) Partnering in major contracts: paradox and metaphor, International Journal of Project Management, 25(4): 386-393.
  • Alderman, N., Ivory, C.J. McLoughlin, I.P., and Vaughan, R. (2005) Sense-making as a process within complex service-led projects, International Journal of Project Management, 23(5), 380-385.
  • Ivory, C.J. and Alderman, N. (2005) Can project management learn anything from studies of failure in complex systems? Project Management Journal, 36(3): 5-16.
  • Ivory, C.J. (2005) 'The cult of customer responsiveness': is design innovation the price of a client-focused construction industry? Construction Management and Economics, 23(8): 861-870.
  • Ivory, C.J. (2004) Three studies of client and architect interactions: implications for the innovation process in construction, Technology Analysis and Strategic Management, 16(4): 514-531.
  • Ivory, C.J., Thwaites, A.T. and Vaughan, R. (2003) Shifting the goal posts for design management in capital goods projects: 'design for maintainability', R&D Management, 33(5):527-538.
  • Miozzo, M. and Ivory, C. J. (2000) Networks of competitive advantage: restructuring the British construction industry, Technology Analysis and Strategic Management, 12(4): 513:531.

Book chapters

  • Ivory, C., Alderman, N., McLoughlin, I. & Vaughan, R. (2006) Sensemaking as a Process within Complex Projects in D. Hodgson and S. Cicmil (Eds.) Making Projects Critical, Palgrave MacMillan: London.
  • Alderman N, McLoughlin, I.P., Ivory, C.J., Thwaites, A.T., Vaughan, R., 2003. Trains, Cranes and Drains: Customer requirements in long-term engineering projects as a knowledge management problem. In: M. von Zedtwitz, G. Haour, T. Khalil, L. Lefebvre (Eds.): Management of Technology: Growth through Business, Innovation and Entrepreneurship. Pergamon Press: Oxford, pp.331-348.

AIM Reports

  • Ivory, C., Miskell, P., Shipton, H., White, A. and Neely, A. (2008) Leadership of Business Schools: Perceptions, Priorities and Predicaments, AIM Executive Briefing, Advanced Institute of Management: London (19 pages).
  • Ivory, C., Miskell, P., Shipton, H., White, A. and Neely, A. (2007) Future of UK Business School's Faculty: Retention, Recruitment and Development, AIM Executive Briefing, Advanced Institute of Management: London. (23 pages).
  • Ivory, C., Miskell, P., Shipton, H., White A., Moeslein, K and Neely, A. (2006) UK Business Schools: Historical Contexts and Future Scenarios, AIM Executive Briefing, Advanced Institute of Management Executive: London. (24 pages).
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