Currently accepting self-motivated PhD students which share similar interests
Professional service firms and project-based work that underperforms
• Love, P.E., Ika, L.A., Ahiaga-Dagbui, D.D., Locatelli, G. and Sing, M.C., 2019. "Make-or-break during production: shedding light on change-orders, rework and contractors margin in construction". Production Planning & Control, 30(4), pp.285-298.
• Verweij, I van Meerkerk, and I Korthagen, “Reasons for Contract Changes in Implementing Dutch Transportation Infrastructure Projects: An Empirical Exploration,” Transport Policy, 37 (2015): 195–202.
Decision-makers think about the short term wins (cost, time) and neglect the long term performance of their investments.
• I. Krystallis, G. Locatelli and N. Murtagh, 2021, "Futureproofing Complex Infrastructure Projects Using Real Options," IEEE Engineering Management Review, vol. 49, no. 1, pp. 127-132.
• I. Krystallis, G. Locatelli and N. Murtagh, 2020, "Talking About Futureproofing: Real Options Reasoning in Complex Infrastructure Projects," IEEE Transactions on Engineering Management.
• N Gil, G Biesek, and J Freeman, 2015, “Interorganizational Development of Flexible Capital Designs: The Case of Future-Proofing Infrastructure,” IEEE Transactions on Engineering Management, 62(3), pp.335–50.
Reconfiguration of resources and assets to sustain competitive advantage in the face of uncertainty
• Krystallis, I., Demian, P. and Price, A.D.F., 2015. "Using BIM to integrate and achieve holistic future-proofing objectives in healthcare projects". Construction Management and Economics, 33(11-12), pp.890-906.
• Sirmon, D.G., Hitt, M.A., Ireland, R.D. and Gilbert, B.A., 2011. "Resource orchestration to create competitive advantage: Breadth, depth, and life cycle effects". Journal of management, 37(5), pp.1390-1412.
• Ovuakporie, O.D., Pillai, K.G., Wang, C. and Wei, Y., 2021. "Differential moderating effects of strategic and operational reconfiguration on the relationship between open innovation practices and innovation performance". Research Policy, 50(1), p.104146.
Ilias is full time Assistant Professor in Enterprise Management at UCL, with a PhD from Loughborough University. He has worked as policy advisor to the Industrial Strategy at BEIS. He has received a policy fellowship from the Higher Innovation Education Fund, a research fellowship and a lectureship from UCL.
He joined UCL in 2017 as Research Fellow. Ilias’ civil engineering degree is from Greece, while his MSc and PhD degrees are from the UK. Prior to joining academia, Ilias worked in consulting and was responsible for delivering multi-million infrastructure projects for a global engineering firm. In the UK, he led projects funded by London Underground, Highways England, Crossrail and Network Rail.
Member of the Association of Project Management (Membership number - P0345743)
Second supervisor to 3 PhD students.