Neil Alderman
Neil Alderman
Senior Lecturer, Newcastle University Business School
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Cited by
Cited by
Partnering in major contracts: Paradox and metaphor
N Alderman, C Ivory
International Journal of Project Management 25 (4), 386-393, 2007
Sense-making as a process within complex service-led projects
N Alderman, C Ivory, I McLoughlin, R Vaughan
International journal of project management 23 (5), 380-385, 2005
Can project management learn anything from studies of failure in complex systems?
C Ivory, N Alderman
Project Management Journal 36 (3), 5-16, 2005
25 years of ‘sustainable projects’. What we know and what the literature says
L Sabini, D Muzio, N Alderman
International Journal of Project Management 37 (6), 820-838, 2019
The impact of management training and development on small and medium-sized enterprises
JN Marshall, N Alderman, C Wong, A Thwaites
International Small Business Journal 13 (4), 73-90, 1995
Management training in small and medium-sized enterprises: methodological and conceptual issues
C Wong, JN Marshall, N Alderman, A Thwaites
The International Journal of Human Resource Management 8 (1), 44-65, 1997
The impact of government-assisted management training and development on small and medium-sized enterprises in Britain
JN Marshall, N Alderman, C Wong, A Thwaites
Environment and Planning C: Government and Policy 11 (3), 331-348, 1993
Translation and convergence in projects: An organizational perspective on project success
N Alderman, C Ivory
Project Management Journal 42 (5), 17-30, 2011
Modelling regional patterns of innovation diffusion in the UK metalworking industries
N Alderman, S Davies
Regional Studies 24 (6), 513-528, 1990
Innovation and technological change: An Austrian-British comparison
N Alderman, MM Fischer
Environment and planning A 24 (2), 273-288, 1992
Relocation, relocation, relocation: Assessing the case for public sector dispersal
JN Marshall, D Bradley, C Hodgson, N Alderman, R Richardson
Regional Studies 39 (6), 767-787, 2005
Sense-making as a process within complex projects
C Ivory, N Alderman, I McLoughlin, R Vaughan
Making projects critical, 316-334, 2006
Company classification: a new perspective on modelling the engineering design and product development process
D Maffin, N Alderman, P Braiden, B Hills, A Thwaites
Journal of Engeering Design 6 (4), 275-289, 1995
Managing the product development process: combining best practice with company and project contexts
D Maffin, A Thwaites, N Alderman, P Braiden, B Hills
Technology Analysis & Strategic Management 9 (1), 53-76, 1997
Civil service relocation and the English regions
JN Marshall, N Alderman, AT Thwaites
Regional Studies 25 (6), 499-510, 1991
Working around the Barriers to Creating and Sharing Knowledge in Capital Goods Projects: the Client's Perspective*
CJ Ivory, N Alderman, AT Thwaites, IP McLoughlin, R Vaughan
British Journal of Management 18 (3), 224-240, 2007
Engineering design and product development and its relationship to manufacturing: A programme of case study research in British companies
PM Braiden, N Alderman, AT Thwaites
International journal of production economics 30, 265-272, 1993
The paradoxical profession: Project management and the contradictory nature of sustainable project objectives
L Sabini, N Alderman
Project Management Journal 52 (4), 379-393, 2021
Mobility versus embeddedness: the role of proximity in major capital projects
N Alderman
Proximity, Distance and Diversity, 255-276, 2017
Technological change in a spatial context: Theory, empirical evidence and policy
E Ciciotti, N Alderman, A Thwaites
Springer Science & Business Media, 2012
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