Neil joined Cranfield in 2008 on the Foundation for Management Education's (FME) Fellowship programme which is designed to attract and assist mid-career business practitioners into a second career as business school academics. He obtained his MEng from the University of Bath and began his engineering career developing avionics systems in 1991. In 1993 he 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, managing internal and external teams to bring new products from concept through to worldwide volume manufacturing. Neil's products generated well over $1bn in sales for Motorola, and he has numerous technical patents and defensive publications. He is a Fellow at the Institution of Engineering and Technology.
Neil teaches on the MSc in Programme and Project Management, with a focus on how organisations (don't) learn to improve their project performance. His current research interests are around organisational learning in the context of complex projects and programmes, with a focus on how managerial practices and organizational strategic choices can improve project delivery. He has published in a range of prestigious journals and also supervises doctoral students working in this field.
Articles In Journals
- Turner N, Swart J, Maylor H & Antonacopolou E (2016) Making it happen: how managerial actions enable project-based ambidexterity, Management Learning, 47 (2) 199-222.
- Turner N, Kutsch E & Leybourne S (2016) Rethinking project reliability using the ambidexterity and mindfulness perspectives, International Journal of Managing Projects in Business, 9 (4) 845-864.
- Kutsch E & Turner N (2016) Breaking the Rules: How mindfulness, rather than rule based project management, can benefit certain projects, Pm Network (August 26-27).
- Kutsch E & Turner N (2015) Are you taking the right approach to managing projects?, Management Focus, 2015 (38) 10-11.
- Turner N, Maylor H & Swart J (2015) Ambidexterity in Projects: an Intellectual Capital Perspective, International Journal of Project Management, 33 (1) 177-188.
- Maylor H, Turner N & Murray-Webster R (2015) It Worked for Manufacturing...! Operations Strategy in Project-Based Operations, International Journal of Project Management, 33 (1) 103-115.
- Pellegrinelli S, Murray-Webster R & Turner N (2015) Facilitating Organizational Ambidexterity through the Complementary Use of Programs and Projects, International Journal of Project Management, 33 (1) 153-164.
- Turner N & Carver S (2014) So, What's Your Project Management Strategy?, Project Manager Today (June/July) 36-36.
- Kutsch E & Turner N (2014) Managing the unknown - Modern challenges in IT development and operations, IT Elite 1-3.
- Lee-Kelley L, Turner N & Ward J (2014) Intentionally Creating a Community of Practice to Connect Dispersed Technical Professionals, Research Technology Management, 57 (2) 44-52.
- 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) 747-758.
- Turner N, Maylor H, Lee-Kelley L, Brady T, Kutsch E & Carver S (2014) Ambidexterity and Knowledge Strategy in Major Projects: A Framework and Illustrative Case Study, Project Management Journal, 45 (5) 44-55.
- Maylor H, Turner N & Murray-Webster R (2013) How Hard Can It Be? Actively Managing Complexity in Technology Projects, Research Technology Management, 56 (4) 45-51.
- 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) 379-389.
- Turner N, Swart J & Maylor H (2013) Mechanisms for Managing Ambidexterity: A Review and Research Agenda, International Journal of Management Reviews, 15 (3) 317-332.
- Turner N & Lee-Kelley L (2012) Masterplanning, Management Focus (32) 16-17.
- Turner N & Lee-Kelley L (2012) Unpacking the theory on ambidexterity: An illustrative case on the managerial architectures, mechanisms and dynamics, Management Learning, 44 (2) 179-196.
- Geraldi JG, Kutsch E & Turner N (2011) Towards a conceptualisation of quality in information technology projects, International Journal of Project Management, 29 (5) 557-567.
- Turner, N, Kutsch E, Swart & J (2016) Learning to be resilient? Taking the ambidexterity view. In: Organizational Learning, Knowledge and Capabilities conference (OLKC 2016), St. Andrews, Scotland.
- Turner N & Kutsch E (2016) Understanding resilience in organizational operations – an ambidexterity perspective. In: 2016 Academy of Management Annual Meeting, Anaheim, CA.
- Gallagher P, Kutsch E & Turner N (2015) The diversity of routines: Towards resilient performance in defence projects. In: EGOS - European Group for Organizational Studies 2015, Athens.
- Kutsch E & Turner N (2015) The internalization of mindfulness at 28,000 feet: Revisiting the K2 2008 disaster. In: EGOS - European Group for Organizational Studies 2015, Athens.
- 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. In: BAM2014: British Academy of Management annual conference, Belfast.
- 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. In: SMS Special Conference, Copenhagen - Micro-Foundations for Strategic Management Research: Embracing Individuals, Copenhagen.
- Turner N & Lee-Kelley L (2014) Formally constituting a non-situated community-of-practice: Systemic components for participation. In: EURAM 2014: 14th European Academy of Management Annual Conference, Valencia.
- Turner N, Swart J & Maylor H (2013) Ambidexterity in Action: A Multi-Case Investigation at the Level of the Project. In: Management Learning Conference, Lancaster.
- Turner N, Swart J & Maylor H (2013) Intertwined: ambidexterity architectures at the level of the project. In: European Academy of Management 2013, Istanbul.
- Dutton C, Turner N & Lee-Kelley L (2013) Cross-Programme Learning: An Exploratory Investigation of Drivers and Constraints. In: European Academy of Management 2013, Istanbul.
- Turner N, Maylor H & Swart J (2012) Ambidexterity in Action: A Qualitative Investigation of How to Achieve Exploitation and Exploration. In: EURAM 2012 - 12th European Academy of Management Conference, Rotterdam.
- Turner N, Maylor H, Swart J & Lee-Kelley L (2012) Managerial Practices Enabling Ambidexterity: A Multi-Case Approach. In: OLKC 2012, Valencia.
- Lee-Kelley L, Turner N & Brady T (2012) Adaptive Mastery in Action: 2012 Olympic Games Transport Planning. Reflections of a Knowledgeable Agent. In: OLKC 2012, Valencia.
- Turner N, Maylor H & Swart J (2011) Ambidexterity-as-Practice: Understanding the role of the manager in IT-Services Projects. In: OLKC 2011, Hull.
- Turner N, Swart J & Maylor H (2011) Managerial Ambidexterity in IT-Services Projects. In: EURAM 2011 - 11th European Academy of Management Annual Conference, Tallinn.
- Dickel H, Turner N, Lee-Kelley L & Kutsch E (2011) Going for Gold? Knowledge management and learning at the London 2012 Olympics. In: EURAM 2011 - 11th European Academy of Management Annual Conference, Tallinn.
- 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. In: EURAM 2010 - 10th European Academy of Management Annual Conference, Rome.
- Turner N & Swart J (2010) The role of knowledge assets in ambidextrous project learning. In: EURAM 2010 - 10th European Academy of Management Annual Conference, Rome.
- 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.. In: PMI Research and Education Conference, Washington.
- Maylor H, Geraldi J, Johnson M & Turner N (2009) Mind the Gap! Temporal disconnects in the provision of complex service offerings. In: EurOMA 2009 Conference, Gothenburg.
- Kutsch E & Turner N (2016) The Internalization of Attention at 28,000 Feet: Revisiting the K2 2008 Disaster. In: Managing Project Risks for Competitive Advantage in Changing Business Environments. Bodea CN, Purnus A, Huermann M, and Hajdu M (ed.), IGI Global, p. 196-215.