Institutional Effects on Project Arrangement: High-Speed Rail Projects in China and Taiwan

Chi, C. and Javernick-Will, A. (2011). Construction Management and Economics. 29 (6), 595-611. doi: 10.1080/01446193.2011.569734

Encouraging Knowledge Sharing in Engineering Firms- Part I: Incentives, Disincentives, and the Impacts of Firm Context

Levitt, R., Wang, C., Ho, P., andJavernick-Will, A. (2012). 鈥淓ncouraging Knowledge Sharing in Engineering Firms- Part I: Incentives, Disincentives, and the Impacts of Firm Context.鈥� Engineering Project Organization Journal. 2 (4), 231-239. doi: 10.1080/21573727.2012.683412

Motivating Knowledge Sharing in Engineering and Construction Organizations: The Power of Social Motivations

Javernick-Will, A. (2012). Journal of Management in Engineering. 28 (2), 193-202. doi: 10.1061/(ASCE)ME.1943-5479.0000076

Internal Governance of Design and Engineering: The Case of the Multinational Firm

Zerjav, V., Hartmann, T., and Javernick-Will, A. (2012). Journal of Construction Engineering and Management. 138 (1), 135-143. doi: 10.1061/(ASCE)CO.1943-7862.0000417

Who Needs to Know What? Institutional Knowledge and International Projects

Javernick-Will, A. and Scott, R. (2010). Journal of Construction Engineering and Management. 136 (5), 546-557. doi: 10.1061/(ASCE)CO.1943-7862.0000035

Organizational Learning during Internationalization: Acquiring Local Institutional Knowledge

Javernick-Will, A. (2009). Construction Management and Economics. 27 (8), 783-797. doi 10.1080/01446190903117801

Mobilizing Institutional Knowledge for International Projects

Javernick-Will, A. and Levitt, R. (2010). Journal of Construction Engineering and Management. 136 (4), 430-441. doi: 10.1061/(ASCE)CO.1943-7862.0000110

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