Book Chapters
Zwikael, O., & Gilchrist, A. (2022). The logic of the project front-end. In T. Williams, K. Samset, & G. Volden (Eds.), The Front-end of Large Public Projects (pp. 43-68). New York: Routledge.
Publications
Zwikael, O., & Gilchrist, A. (2024). A structured process for the fuzzy front-end of complex projects. Production Planning & Control. (Forthcoming).
Zwikael, O., & Gilchrist, A. (2023). Planning to fail: When is project planning counter productive? IEEE Transactions on Engineering Management, 70(1), 220-231.
Burton-Jones, A., Gilchrist, A., Green, P., & Draheim, M. (2020). Improving social alignment during digital transformation. Communications of the ACM, 63(9), 65-71.
Gilchrist, A., Burton-Jones, P., & Green, P. (2018). The process of social alignment and misalignment within a complex IT project. International Journal of Project Management, 36, 845-860.
Newton, C. J., & Mazur, A. K. (2016). Value congruence and job-related attitudes in a nonprofit organization: a competing values approach. The International Journal of Human Resource Management, 27(10), 1013-1033.
Mazur, A., & Pisarski, A. (2015). Major project managers’ internal and external stakeholder relationships: The development and validation of measurement scales. International Journal of Project Management, 33, 1680-1691.
Gallagher, E., Mazur, A., & Ashkanasy, A. (2015). Rallying the troops or beating the horses? How project-related demands can lead to either high performance or abusive supervision. Project Management Journal, 46, 10-24.
Mazur, A., Pisarski, A., Chang, A., & Ashkanasy, N. (2014). Rating defense major-project success: The role of personal attributes and stakeholder relationships. International Journal of Project Management, 32, 944-957.
https://scholar.google.com.au/citations?hl=en&user=7RbLXVcAAAAJ
