Contact Professor Neil Turner
- Tel: +44 (0) 1234 750111
- Email: neil.turner@cranfield.ac.uk
- ORCID
- Google Scholar
Background
Neil graduated with an MEng from the University of Bath in the early 1990s, and initially developed avionics systems. He then joined Motorola as a design engineer, developing cellular telecoms infrastructure systems. He managed key development projects from 1998, and from 2004-2008 was head of the radio development group, with product sales of well over $1bn. He has numerous technical patents and defensive publications. He is a Chartered Engineer and Fellow of the Institution of Engineering and Technology.
He joined Cranfield in 2008 and obtained his PhD in 2011. He has taught on and run a range of programmes at Cranfield, and is a regular speaker at academic and practitioner conferences. He is a Fellow of the Association for Project Management and was appointed a Professor of Project Management in 2021.
Neil has published extensively in major journals and his latest textbook is 'Project Management, 5th edition' with Harvey Maylor.
He is the Course Director for the MSc by Research in Project Management.
Research opportunities
Looking to supervise doctoral researchers in the fields of project management / project complexity / ambidexterity / organisational learning / project resilience / front-end planning / project procurement / project performance / net-zero projects.
Current activities
Neil teaches on a range of Masters, Executive Education and Doctoral programmes, primarily on project complexity, organisational learning, and research methods. His current research interests include managing complex projects and programmes, with a focus on how managerial practices and organisational strategic choices can improve project delivery. He also supervises doctoral students working in this field.
Publications
Articles In Journals
- Boehme T, Fan J, Birtchnell T, Aitken J, Turner N, .... (2024). Social enterprise housing supply chains for resource-constrained communities: a complexity lens approach. Supply Chain Management: An International Journal, 29(1)
- York JM, Turner N & Hussels S. (2024). Lean Startup and Learning Loops in Entrepreneurial Ventures: A Systematic Review. Journal of Knowledge Management and Practice, 24(1)
- Turner N & Baxter D. (2024). How to Enable Ambidexterity in Safety-Critical Software Development. Research-Technology Management, 67(2)
- Baxter D & Turner N. (2023). Why Scrum works in new product development: the role of social capital in managing complexity. Production Planning & Control, 34(13)
- Daghar A, Alinaghian L & Turner N. (2023). The role of cognitive capital in supply chain resilience: an investigation during the COVID-19 pandemic. Supply Chain Management: An International Journal, 28(3)
- Portyanko S, Reinmoeller P, Hussels S & Turner N. (2023). Peer effects and intentional entrepreneurial behaviour: A systematic literature review and research agenda. International Journal of Management Reviews, 25(3)
- Maylor H, Geraldi J, Budzier A, Turner N & Johnson M. (2023). Mind the gap: Towards performance measurement beyond a plan-execute logic. International Journal of Project Management, 41(4)
- Wilkinson E, Kutsch E, Parry E & Turner N. (2023). Two World Views? How Regular and Reserve Royal Marines Perceive Each Other. Armed Forces & Society, Available online 2 June 2023
- Aoufi A, Schoeman M & Turner N. (2022). How to Outsource Agile Projects Effectively. Research-Technology Management, 65(1)
- Cecchi MA, Grant S, Seiler M, Turner N, Adams R, .... (2022). How COVID-19 Impacted The Tacit Knowledge and Social Interaction of Global NPD Project Teams. Research-Technology Management, 65(2)
- Handfield RB, Aitken J, Turner N, Boehme T & Bozarth C. (2022). Assessing Adoption Factors for Additive Manufacturing: Insights from Case Studies. Logistics, 6(2)
- Boehme T, Aitken J, Turner N & Handfield R. (2021). Covid-19 response of an additive manufacturing cluster in Australia. Supply Chain Management: An International Journal, 26(6)
- Daghar A, Alinaghian L & Turner N. (2021). The role of collaborative interorganizational relationships in supply chain risks: a systematic review using a social capital perspective. Supply Chain Management: An International Journal, 26(2)
- Turner N, Kutsch E, Maylor H & Swart J. (2020). Hits and (near) misses. Exploring managers’ actions and their effects on localised resilience. Long Range Planning, 53(3)
- Swart J, Turner N, van Rossenberg Y & Kinnie N. (2019). Who does what in enabling ambidexterity? Individual Actions and HRM practices. The International Journal of Human Resource Management, 30(4)
- Turner N, Aitken J & Bozarth C. (2018). A framework for understanding managerial responses to supply chain complexity. International Journal of Operations & Production Management, 38(6)
- Baxter D, Colledge T & Turner N. (2017). A Study of Accountability in Two Organizational Learning Frameworks: Why Accountability for Learning is Critical. European Management Review, 14(3)
- Lee-Kelley L & Turner N. (2017). PMO managers' self-determined participation in a purposeful virtual community-of-practice. International Journal of Project Management, 35(1)
- Maylor H & Turner N. (2017). Understand, reduce, respond: project complexity management theory and practice. International Journal of Operations & Production Management, 37(8)
- Turner N, Kutsch E & Leybourne SA. (2016). Rethinking project reliability using the ambidexterity and mindfulness perspectives. International Journal of Managing Projects in Business, 9(4)
- Maylor H & Turner N. (2016). "Understand, Reduce, Respond: Project complexity management theory and practice". Academy of Management Proceedings, 2016(1)
- Turner N, Swart J, Maylor H & Antonacopoulou E. (2016). Making it happen: How managerial actions enable project-based ambidexterity. Management Learning, 47(2)
- Maylor H, Turner N & Murray-Webster R. (2015). “It worked for manufacturing…!”. International Journal of Project Management, 33(1)
- Pellegrinelli S, Murray-Webster R & Turner N. (2015). Facilitating organizational ambidexterity through the complementary use of projects and programs. International Journal of Project Management, 33(1)
- Nicolini D, Söderlund J, Antonacopoulou EP, Carlsen A, Oviedo LC, .... (2015). The Dynamics of Practice: Practising Strategizing and Project Managing. Academy of Management Proceedings, 2015(1)
- Turner N, Maylor H & Swart J. (2015). Ambidexterity in projects: An intellectual capital perspective. International Journal of Project Management, 33(1)
- Lee-Kelley L, Turner N & Ward J. (2014). Intentionally creating a community of practice to connect dispersed technical professionals. Research Technology Management, 57(2)
- Turner N, Maylor H, Lee-Kelley L, Brady T, Kutsch E, .... (2014). Ambidexterity and Knowledge Strategy in Major Projects: A Framework and Illustrative Case Study. Project Management Journal, 45(5)
- Dutton C, Turner N & Lee-Kelley L. (2014). Learning in a programme context: An exploratory investigation of drivers and constraints. International Journal of Project Management, 32(5)
- Maylor HR, Turner NW & Murray-Webster R. (2014). How can it be? Actively managing complexity in technology projects. IEEE Engineering Management Review, 42(3)
- Turner N & Lee-Kelley L. (2013). Unpacking the theory on ambidexterity: An illustrative case on the managerial architectures, mechanisms and dynamics. Management Learning, 44(2)
- Maylor HR, Turner NW & Murray-Webster R. (2013). How Hard Can It Be?: Actively Managing Complexity in Technology Projects. Research-Technology Management, 56(4)
- Turner N, Maylor H & Swart J. (2013). Ambidexterity in managing business projects – an intellectual capital perspective. International Journal of Managing Projects in Business, 6(2)
- Turner N, Swart J & Maylor H. (2013). Mechanisms for Managing Ambidexterity: A Review and Research Agenda. International Journal of Management Reviews, 15(3)
- Geraldi JG, Kutsch E & Turner N. (2011). Towards a conceptualisation of quality in information technology projects. International Journal of Project Management, 29(5)
- Pinto J, Davis K & Turner N. Governance in a Crisis and the Decision to Replace the Project Manager. Project Management Journal
Conference Papers
- Pathak R, Turner N & Alinaghian L. (2023). Inter-organisational governance in megaprojects: a systematic review and an agenda for future research
- Antonacopoulou EP, Turner N, Altabbaa O, Michaelides R & Schuster A. (2022). Advancing Temporal Organizing: The Case for a Practising School in Project-Based Organizing
- Hall M, Kutsch E, Denyer D & Turner N. (2019). Managing operational tensions in reliability-seeking practices
- Swart J, Turner N, Maylor H, Prieto I & Cruz N. (2019). The Role of Human and Social Capital in Managing Project Complexity
- Turner N, Kutsch E, Maylor H & Swart J. (2018). Towards an understanding of ‘dynamic ambidexterity’ in supporting managerial resilience
- Kutsch E, Turner N, Denyer D & Hällgren M. (2017). A case of dying leadership: Examining the K2 disaster of 2008
- Bond A, Pilbeam C & Turner N. (2017). Conducting a practice-based study in a novel context: methodological challenges
- Swart J, Turner N, Maylor H, Prieto N & Cruz N. (2017). The role of knowledge resources in managing project complexity
- Maylor HR, Geraldi J, Johnson M & Turner N. (2017). So, How's It Going? Performance Assessment in Major Projects
- Turner N, Kutsch E & Swart J. (2016). Learning to be resilient? Taking the ambidexterity view
- Turner N & Kutsch E. (2016). Understanding Resilience in Organizational Operations - An Ambidexterity Perspective
- Gallagher P, Kutsch E & Turner N. (2015). The diversity of routines: Towards resilient performance in defence projects
- Kutsch E & Turner N. (2015). The internalization of mindfulness at 28,000 feet: Revisiting the K2 2008 disaster
- Turner N, Swart J, van Rossenberg Y & Kinnie N. (2014). The practices enabling ambidexterity: Towards a clearer understanding of how managers balance exploitation and exploration
- Turner N, Swart J, Maylor H & Antonacopoulou E. (2014). Ambidexterity-in-Practice: A multi-case investigation of managerial action at the level of the project
- Turner N & Lee-Kelley L. (2014). Formally constituting a non-situated community-of-practice: Systemic components for participation
- Dutton C, Turner N & Lee-Kelley L. (2013). Cross-programme learning: an exploratory investigation of drivers and constraints
- Turner N, Swart J & Maylor H. (2013). Ambidexterity in Action: A Multi-Case Investigation at the Level of the Project
- Turner N, Swart J & Maylor H. (2013). Intertwined: ambidexterity architectures at the level of the project
- Lee-Kelley L, Turner N & Brady T. (2012). Adaptive Mastery in Action: 2012 Olympic Games Transport Planning. Reflections of a Knowledgeable Agent
- Turner N, Maylor H, Swart J & Lee-Kelley L. (2012). Managerial Practices Enabling Ambidexterity: A Multi-Case Approach
- Turner N, Maylor H & Swart J. (2012). Ambidexterity in Action: A Qualitative Investigation of How to Achieve Exploitation and Exploration
- Turner N, Swart J & Maylor H. (2011). Managerial Ambidexterity in IT-Services Projects
- Dickel H, Turner N, Lee-Kelley L & Kutsch E. (2011). Going for Gold? Knowledge management and learning at the London 2012 Olympics
- Turner N, Maylor H & Swart J. (2011). Ambidexterity-as-Practice: Understanding the role of the manager in IT-Services Projects
- Maylor H, Geraldi J, Johnson M & Turner N. (2010). I can't get no...: moving on from the dominant approaches to managing quality in complex programs.
- Turner N & Swart J. (2010). The role of knowledge assets in ambidextrous project learning
- Lee-Kelley E, Turner N & Trerise G. (2010). Learning lessons in public sector programme and project management - a case study of a UK defence organisation
- Maylor H, Geraldi J, Johnson M & Turner N. (2009). Mind the Gap! Temporal disconnects in the provision of complex service offerings
Books
- Maylor H & Turner N. (2022). Project management (5th edition)
- Kutsch E & Turner N. (2016). The Internalization of Attention at 28,000 Feet: Revisiting the K2 2008 Disaster In Bodea CN, Purnus A, Huermann M & Hajdu M (eds), Managing Project Risks for Competitive Advantage in Changing Business Environments. IGI Global.
- Kutsch E & Turner N. (2016). Project resilience – moving beyond traditional risk management In Dalcher D(ed.), Further Advances in Project Management: Guided Exploration in Unfamiliar Landscapes. Routledge.
- Kutsch E, Hall M & Turner N. (2015). Project Resilience - The art of noticing, interpreting, preparing, containing and recovering
