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Shankar Sankaran
Shankar Sankaran
Professor, Organisational Project Management, University of Technology Sydney
Verified email at uts.edu.au - Homepage
Title
Cited by
Cited by
Year
The SAGE Encyclopedia of Action Research
D Coghlan, M Brydon-Miller
Associate Editors: Victor Friedman, Davydd Greenwood & Shankar Sankaran, 2014
12182014
Critical success factors (CSFs) for integration of sustainability into construction project management practices in developing countries
S Banihashemi, MR Hosseini, H Golizadeh, S Sankaran
International Journal of Project Management 35 (6), 1103-1109, 2017
4802017
Action Learning and Action Research Paradigms, Praxis and Programs
O Zuber-Skerritt
Effective change management using action research and action learning …, 2001
4672001
Action Research: Action and Research
B Dick
Effective change management using action research and action learning …, 2001
4222001
Applying institutional theories to managing megaprojects
C Biesenthal, S Clegg, A Mahalingam, S Sankaran
International Journal of Project Management 36 (1), 43-54, 2018
2332018
Practices, projects and portfolios: Current research trends and new directions
S Clegg, CP Killen, C Biesenthal, S Sankaran
International journal of project management 36 (5), 762-772, 2018
1692018
The interrelationship of governance, trust and ethics in temporary organisations
R Müller, ES Anderson, Ĝ Kvalnes, J Shao, S Sankaran, JR Turner, ...
Project Management Journal 44 (4), 26-44, 2013
1612013
The past and present of megaprojects
J Söderlund, S Sankaran, C Biesenthal
Project Management Journal 48 (6), 5-16, 2017
1362017
Applying actor-network theory as a sensemaking framework for complex organisational change programs
J Pollack, L Costello, S Sankaran
International Journal of Project Management 33, 1118-1128, 2013
1322013
Systems thinking: Taming complexity in project management
J Sheffield, S Sankaran, T Haslett
On the Horizon 20 (2), 126-136, 2012
1322012
Governing projects under complexity: theory and practice in project management
TS Pitsis, S Sankaran, S Gudergan, SR Clegg
International Journal of Project Management 32 (8), 1285-1290, 2014
1312014
A theory framework for balancing vertical and horizontal leadership in projects
R Müller, S Sankaran, N Drouin, AL Vaagaasar, MC Bekker, K Jain
International Journal of Project Management 36 (1), 83-94, 2018
1302018
Call for transparency of COVID-19 models
M Barton, M Alberti, D Ames, JA Atkinson, JB Bales, E Burke, M Chen, ...
Science 368 (6490), 482-483, 2020
1192020
Indian culture and the culture for TQM: a comparison
M Ranjan Kumar, S Sankaran
The TQM magazine 19 (2), 176-188, 2007
1152007
Megaprojects redefined-complexity versus cost-and social imperatives
A Pitsis, S Clegg, D Freeder, S Sankaran, S Burdon
International Journal of Managing Projects in Business 11 (1), 7-34, 2018
1082018
Mixed methods use in project management research
R Cameron, S Sankaran, J Scales
Project Management Journal 46 (2), 90-104, 2015
1062015
Modeling Organizational Project Management
R Müller, N Drouin, S Sankaran
Project Management Journal 50 (4), 1-15, 2019
1052019
Mixed Methods Research in Project Management
R Cameron, S Sankaran
Design, Methods and Practices for Research of Project Management, 273-286, 2015
90*2015
Effective change management using action research and action learning: concepts, frameworks, processes and applications
S Sankaran, B Dick, R Passfield, P Swepson
Southern Cross University Press: Lismore, 2001
77*2001
Balancing vertical and horizontal leadership in projects: Empirical studies from Australia, Canada, Norway and Sweden
N Drouin, R Müller, S Sankaran, AL Vaagaasar
International Journal of Managing Projects in Business 11 (4), 986-1006, 2018
752018
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