Chris Ivory

  • About Chris

    Prof. Chris Ivory

    Chris Ivory is a Professor of Organisation and Technology at Anglia Ruskin University. He holds a PhD from Manchester University on Innovation in Construction. Chris has a written about technology change, technology and work, innovation, the role of the client in innovation and project management for leading journals including the British Journal of Management, Planning Theory, Long Range Planning, R&D Management and Construction Management and Economics. He has also recently co-authored a Routledge book on Managing Complex Projects (2013).

    Chris has a strong background in funded research. He has recently completed a €1.5 million European Union Interreg project looking at technology change in healthcare in the UK, France, The Netherlands and Belgium. He is 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.

    Chris has also led on research for British Gas examining the role of mobile communications and diagnostic technologies on gas engineers’ working practices and has worked on large ERDF and EPSRC projects examining innovation in complex projects.

    He is currently also working with Cambridgeshire Police on a consultancy basis supporting their benefits realisation programme for a large ICT system. Other ongoing research interests include the diffusion of Building Information Modelling in the UK construction industry and business school strategy. Chris was an AIM Scholar working on business school strategy.

    Contact

    Johannes Kepler University Linz
    Altenberger Straße 69
    4040 Linz, Austria

    Institute for Innovation Management (IFI)
    Managementzentrum, 3rd floor
    Room: MZ 302B


Publications: Chris Ivory

  • 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
  • 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) The Role of Framing in Complex Transitional 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