Stakeholder management in the Hong Kong construction industry

What empowers individuals and teams in project settings? A critical incident analysis
Tuuli, M.M. and Rowlinson, S. 2010. What empowers individuals and teams in project settings? A critical incident analysis. Engineering, Construction and Architectural Management. 17 (1), pp. 9-20. https://doi.org/10.1108/09699981011011285

Stakeholder management through relationship management
Rowlinson, S., Tuuli, M.M. and Koh, T.Y. 2010. Stakeholder management through relationship management. in: Atkin, B. and Borgbrant, J. (ed.) Performance improvement in construction management Abingdon Spon Press. pp. 173-193

Performance consequences of psychological empowerment
Tuuli, M.M. and Rowlinson, S. 2009. Performance consequences of psychological empowerment. Journal of Construction Engineering and Management. 135 (12), pp. 1334-1347. https://doi.org/10.1061/(ASCE)CO.1943-7862.0000103

Empowerment in project teams: a multilevel examination of the job performance implications
Tuuli, M.M. and Rowlinson, S. 2009. Empowerment in project teams: a multilevel examination of the job performance implications. Construction Management and Economics. 27 (5), pp. 473-498. https://doi.org/10.1080/01446190902729713