Marshall, N. (2014) ‘Thinking, saying, and doing across boundaries of practice in collaborative projects’. Engineering Project Organization Journal (pre-publication online version available).
Marshall, N. and Bresnen, M. (2012) ‘Where’s the action? Challenges of ethnographic research in construction’. In: Pink, S., Tutt, D. and Dainty, A. (eds.) Ethnographic Research in the Construction Industry. Abingdon: Routledge, pp.108-124.
Marshall, N. (2012) ‘Thinking, saying and doing across boundaries of practice: cognition, norms, and performances in collaborative projects.’ Invited address to the ESRC Seminar Series on ‘Cultural Issues in Project Organization’, University of Manchester, 17 May 2012.
Marshall, N. and Bresnen, M. (2012) ‘Where’s the action? The politics of storytelling in project ethnographies’. Paper presented to the 6th Making Projects Critical workshop, Manchester Business School, University of Manchester,16-17 April 2012.
Brady, T. and Davies, A. (2011) ‘Learning to Deliver a Mega-project: The Case of Heathrow Terminal 5’ in M. Howard and N.Caldwell (eds.) Procuring Complex Performance, Studies of Innovation in Product-Service Management, Routledge
Brady, T. (2011) Creating and Sustaining a Supply Network to Deliver Routine and Complex One-Off Airport Infrastructure Projects. International Journal of Innovation & Technology Management, 8 (3) 469-481.
Brady, T. and Davies, A. (2010) From hero to hubris – Reconsidering the project management of Heathrow’s Terminal 5. International Journal of Project Management, 28 (2) 151-157.
Brady, T (2008) Learning to deliver a mega-project: the case of Heathrow Terminal 5.In: V. Minina, K. Wikström, M. Gustafsson and S. Kosheleva (Eds) New Challenges to Managing Organisations in Project Business. (pp137–158). St.Petersburg, Agraph+/St Petersberg State University.
Marshall, N. (2008) ‘Cognitive and practice-based theories of organizational knowledge and learning: incompatible or complementary?’ Management Learning 39(4): 413-435.
Marshall, N. (2008) ‘Do engineers know what they do and do what they think? Mapping cognition and practice in engineering project teams’. Seminar presentation, Freeman Centre, CENTRIM, University of Brighton, and SPRU, University of Sussex, Brighton, 29 February 2008.
Marshall, N. (2007) ‘Exploring the social, cognitive, and political limits of innovation in projects’. Paper presented at IRNOP VIII Project Research Conference, ‘Projects in Innovation, Innovation in Projects’, Brighton, 19-21 September 2007.
Marshall, N. (2007) ‘Pragmatism and the politics of organisation: a critical review and illustration’. Paper presented at Sub-theme 7, ‘Waltzing with the Pragmatists’, of the 23rd EGOS Colloquium, ‘Beyond Waltz: Dances of Individuals and Organization’, Vienna, Austria, 5-7 July 2007.
Marshall, N. (2007) ‘Cognitive and practice-based theories of organisational knowing and learning: incompatible or complementary?’ Paper presented at OLKC 2007, the International Conference on Organizational Learning, Knowledge and Capabilities, Ivey Business School, London, Ontario, Canada, 14-17 June 2007.
Marshall, N. (2007) ‘Exploring cognition in practice: norms, rules, and routines in an engineering team’. Seminar presentation to the IKON seminar series, Warwick Business School, 6 June 2007.
Marshall, N. (2007) ‘Team mental models in action: a practice-based perspective’. CoDesign 3(1): 29-36.
Marshall, N. (2006) ‘Understanding power in project settings’. In: Hodgson, D. and Cicmil, S. (eds.) Making Projects Critical. Basingstoke: Palgrave Macmillan, pp. 207-231.
Marshall, N. (2006) ‘Rules, routines, and rationalisations: exploring the limits of normalisation in project work’. Paper presented to the 3rd EIASM/Making Project Critical workshop, ‘Making Projects Critical: Beyond Project Rationality’, Manchester Business School, University of Manchester, 11-12 December 2006.
Marshall, N. (2006) ‘Mental models, rules and routines: a study of engineering consulting’. Paper presented at the symposium on ‘Mental Models in Design Teams’, Delft University of Technology, Delft, The Netherlands, 28-30 June 2006.
Marshall, N. (2006) ‘Diversity, conflict and innovation: negotiating difference through project work’. Paper presented at Long Range Planning workshop on ‘Managing Through Projects in Knowledge-Based environments’, Cass Business School, London, 27 March 2006.
Marshall, N. (2006) ‘Diversity, conflict and innovation: negotiating difference through project work’. Paper presented at OLKC 2006, the International Conference on Organizational Learning, Knowledge and Capabilities, University of Warwick, 20-22 March 2006.