Contact Dr Liz Lee-Kelley
Background
A recipient of the coveted Operational Research Society Stafford Beer Medal in 2013, Liz also worked in a senior management capacity in engineering and clinical research organisations.
Liz was awarded the Freedom of the City of London just before she assumed an academic career.
Current activities
To concentrate on her research and consultancy, Liz recently retired from Cranfield School of Management where she was a senior lecturer and director of Cranfield's International Centre for Programme Management for whom she led the successful bid for the Cabinet Office contract to up-skill senior civil servants tasked with delivering UK's major programmes and projects.
Liz's research portfolio and role as an editorial board member for various journals enables her to teach across boundaries, bringing people successfully together in a learning environment. Her current research interest is on understanding the human dimension in major projects; in particular, encouraging collaborative and cooperative learning and working by temporary and distributed teams.
Liz's external academic appointments include:
Adjunct Professor in Project and Risk Management at Canberra University, Australia.
Visiting Professor, PPM Doctoral Programme, SKEMA, Lille, France.
Visiting Faculty, University of Surrey Business School.
Publications
Articles In Journals
- Lee-Kelley L. (2017). When 'knowing what' is not enough: Role of organised simulations for developing effective practice. International Journal of Project Management, 36(1)
- Lee-Kelley L & Turner N. (2016). PMO managers' self-determined participation in a purposeful virtual community-of-practice. International Journal of Project Management, 35(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)
- 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)
- 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)
- 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)
- Lee-Kelley L & Blackman D. (2012). Project training evaluation: Reshaping boundary objects and assumptions. International Journal of Project Management, 30(1)
- Lee-Kelley L. (2010). Closing the soft skills gap. Development and Learning in Organizations: An International Journal, 24(3)
- Geraldi J, Lee-Kelley L & Kutsch E. (2010). The Titanic sunk, so what? Project manager response to unexpected events. International Journal of Project Management, 28(6)
- Baird J & Lee‐Kelley L. (2009). The dearth of managerialism in implementation of national examinations policy. Journal of Education Policy, 24(1)
- Lee-Kelley L & Sankey T. (2008). Global virtual teams for value creation and project success: A case study. International Journal of Project Management, 26(1)
- Kolsaker A & Lee‐Kelley L. (2008). Citizens' attitudes towards e‐government and e‐governance: a UK study. International Journal of Public Sector Management, 21(7)
- Lee‐Kelley L, Blackman DA & Hurst JP. (2007). An exploration of the relationship between learning organisations and the retention of knowledge workers. The Learning Organization, 14(3)
- Kolsaker A & Lee-Kelley L. (2007). Erratum: G2C e-government: Modernisation or transformation? (Electronic Government, An International Journal (2007) vol. 4 (1) (68-75)). Electronic Government, 4(2)
- Kolsaker A & Kelley LL. (2007). G2C e-government: modernisation of transformation?. Electronic Government, an International Journal, 4(1)
- Lee-Kelley L. (2006). Locus of control and attitudes to working in virtual teams. International Journal of Project Management, 24(3)
- Blackman DA & Lee‐Kelley L. (2006). The role of human resource development in preventing organisational stagnation. Management Decision, 44(5)
- Kolsaker A & Kelley LL. (2006). Citizen-centric e-government: a critique of the UK Model. Electronic Government, an International Journal, 3(2)
- Lee-Kelley L & Blackman D. (2005). In addition to shared goals: the impact of mental models on team innovation and learning. International Journal of Innovation and Learning, 2(1)
- Gilbert DC, Beveridge DW & Lee-Kelley L. (2005). Electronic Distribution of Hotel Rooms–An Exploratory Study of the European Hotel Industry. Journal of Hospitality & Leisure Marketing, 12(3)
- Lee-Kelley L. (2005). Erratum to “Book review: Organising in the information age” [Long Range Planning 37 (2004) 278–279]. Long Range Planning, 38(1)
- Lee-Kelley L, Blackman D & Good B. (2005). The implications of strong mental models on innovation in eLearning: A case study. International Journal of Design Sciences and Technology, 12(2)
- Lee-Kelley L, Kolsaker A & Karadimas G. (2004). The role of extranets in delivering customer service. Journal of Computer Information Systems, 44(4)
- Lee-Kelley L & Kolsaker A. (2004). E-government: the ''fit'' between supply assumptions and usage drivers. Electronic Government, an International Journal, 1(2)
- Lee-Kelley L. (2004). Organising in the Information Age. Long Range Planning, 37(3)
- Lee‐Kelley L, Gilbert D & Al‐Shehabi NF. (2004). Virtual exhibitions: an exploratory study of Middle East exhibitors' dispositions. International Marketing Review, 21(6)
- Lee‐Kelley L, Crossman A & Cannings A. (2004). A social interaction approach to managing the “invisibles” of virtual teams. Industrial Management & Data Systems, 104(8)
- Crossman A & Lee‐Kelley L. (2004). Trust, commitment and team working: the paradox of virtual organizations. Global Networks, 4(4)
- Kolsaker A, Lee‐Kelley L & Choy PC. (2004). The reluctant Hong Kong consumer: purchasing travel online. International Journal of Consumer Studies, 28(3)
- Lee-Kelley L & Leong, Loong K. (2003). Turner's five-functions of project-based management and situational leadership in IT services projects. International Journal of Project Management, 21(8)
- Lee-Kelley L & James T. (2003). E-Government and Social Exclusion. Journal of Electronic Commerce in Organizations, 1(4)
- Gilbert D, Lee‐Kelley L & Barton M. (2003). Technophobia, gender influences and consumer decision‐making for technology‐related products. European Journal of Innovation Management, 6(4)
- Lee‐Kelley L, Gilbert D & Mannicom R. (2003). How e‐CRM can enhance customer loyalty. Marketing Intelligence & Planning, 21(4)
- Lee‐Kelley L, Davies S & Kangis P. (2002). Service quality for customer retention in the UK steel industry: old dogs and new tricks?. European Business Review, 14(4)
- Lee‐Kelley L. (2002). Situational leadership. Journal of Management Development, 21(6)
- Kangis P & Lee-Kelley L. (2000). Project leadership in clinical research organisations. International Journal of Project Management, 18(6)