Profile

David Moore
Title: Dr
First Name: David
Surname: Moore
Position: Academic Strategic Lead and Postgraduate Programme Manager
Telephone: +44 (0)1224 263531
Email:
Linkedin: LinkedIn Icon https://www.linkedin.com/in/david-moore-38642332/
ORCID: ORCID Icon http://orcid.org/0000-0002-8230-7588

Reader and Postgraduate Programme Leader

Ochieng, E., Price, A., Moore, D.R. (2017): Project Management of Infrastructure Projects. Palgrave Macmillan.  In press: expected publication mid-2017.

                    Oluyomi, O., Moore, D.  (2017): Methodological Choices in Relationship Quality (RQ) Research 1987 to 2015: A systematic literature review.  Journal of Relationship Marketing. Vol. 16, Issue 1. Taylor & Francis. ISSN: 1533-2667.

 

Duties and Responsibilities

Course Leader for MSc Commercial Practice for the Energy Sectors. Course Leader for MSc Construction Project Mamagement.

David lecturers in a number of management subjects:Project Management; Risk Management; Strategic Management, and Risk and Vulnerability. He is Module Coordinator for several modules covering these subjects. He has also supported the development of project management courses at RGU through being involved in the development of, and producing material for, two postgraduate project management courses.

Academic Background

David has worked at several UK universities, with a consistent emphasis on management in general but within this the focus has changed over time. Currently, the focus is essentially on relationship-building and behavioural/cognitive psychology.

Research Interests

  • Factors in the adoption of low-carbon technologies (particularly by housing associations and registered social landlords).
  • Use of solar technologies for material production and wealth generation, and Low-carbon construction skills generally.
  • Factors in the visual perception of complex charts, and the extent of cognition regarding concepts attempting to be communicated.
  • Culture and conflict in Design and Build teams.
  • Project management competencies in superior and average performers.
  • Organisations, performance, and competence (particularly the transactional / transformational debate).
  • Adoption of innovative practice in the delivery of online courses.

Current Research

David is currently researching aspects of relationship-building (in the context of stakeholder management), primarily with regard to the challenges of major infrastructure projects globally.

Funding

David has obtained funding related to several research interest areas:
• Towards A Generic, Competency-Based Performance Management Framework For UK Construction Occupations: A Pilot Study. £88k. A.R.J. Dainty, D.R. Moore, G. Briscoe. Joint with Loughborough University. EPSRC Funded proposal.
• A Proposal for Linking the Management of Forestation and Agricultural Waste Within the Development of Recyclable Housing. £950. RDI Undergraduate Summer Research Scholarship.
• Solar Kiln Technology: EPSRC Funding Proposal Preparation. £760. RDI Travel and Networking Fund.
• Project Management Competencies. £400. RDI Travel and Networking Fund.
• Towards A Generic, Competency-Based Performance Management Framework For UK Construction Occupations. £26,000. A.R.J. Dainty, D.R. Moore, G. Briscoe. Joint with Loughborough University. EPSRC (RAIS) Funded proposal.
• Communication in Construction Project Management. £330. RDI Travel and Networking Fund.
• Project Management Behaviours and Adult Learning in the Workplace. £350. RDI Travel and Networking Fund.
• An investigation of the adoption of low-carbon technologies by Scottish housing associations. £4,995.00. CIC Start Online.

External / Professional Roles

David has represented the University externally through activities such as involvement with the World Energy Cities Academic Partnership (WECAP), the Construction Improvement Club (CIC), facilitation (such as the Special Interest Group on Organisation in Project Management, 1st Project Management Community of Practice International Conference. Rolls-Royce, Derby), and being a Visiting Lecturer (Project Management), UMIST/ University of Manchester.

David has also represented RGU in his role as External Examiner for several postgraduate courses. He is currently an External Examiner at Liverpool John Moores University.

Publications

1.Ochieng, E., Price, A., Moore, D.R. (2017): Project Management of Infrastructure Projects. Palgrave Macmillan.
2.Oluyomi, O., Moore, D. (2017): Methodological Choices in Relationship Quality (RQ) Research 1987 to 2015: A systematic literature review. Journal of Relationship Marketing. Vol. 16, Issue 1. Taylor & Francis. ISSN: 1533-2667.
3.Ochieng, E., Price, A., Moore, D.R. (2013): Management of Global Construction Projects. Palgrave. ISBN 9 780230 30321 8
4.Dimitrijevic, B. (Ed.) (2013): Innovations for Sustainable Building Design and refurbishment in Scotland: CIC Start Online Outputs. Two chapters by David Moore: Construction and Technology. Springer International Publishing.
5.Ochieng, E., Price, A. Egbu, C., Ruan, X., Moore, D. (2013): The Effect of Cross-Cultural Uncertainty and Complexity Within Multicultural Construction Teams. Engineering, Construction and Architectural Management. Vol.20, No. 3. pp307-324.
6.Moore, D. R. (2010): "The Client Perspective on Factors in the Retrofitting of Sustainable Technologies to Traditional Rural Homes in North East Scotland." Journal of Building Appraisal. Vol. 6, 2, 117-128, November 2010. ISSN -1742-8262
7.Moore, D.R. and McLean, S.N, (2008), Appraisal of the Requirements for Establishing Domestic Roof Rainwater Harvesting Schemes in Bangladesh. Journal of Building Appraisal, Palgrave Macmillan, Vol. 4, 23-31, March 2008. ISSN -1742-8262
8.Dainty, A.R.J., Moore, D.R., Murray, M. (2006): Communication in Construction. Thomas Telford Ltd. ISBN 0 415 32723 7
9.Moore, D.R., Abadi, M. (2005): Virtual Teamworking And Associated Technologies Within The UK Construction Industry. Architectural Engineering and Design Management. 1. 1, pp 21-32.
10.Moore, D.R. (2002): Project Management: Designing Effective Organisational Structures in Construction. Blackwell Science, Oxford. ISBN .0 6320 6393 9. (Chinese translation 2006)
11.Moore, D.R., Dainty, A.R.J. (2001): Intra-team Boundaries as Inhibitors of Performance Improvements in UK Design and Build Projects: A Framework for Change. Construction Management and Economics. 19, 6, pp 559-562. ISSN 0144-6193.
12.Moore, D.R., Dainty, A.R.J. (2000): Integrated Project Teams' Performance In Managing Unexpected Change Events. Team Performance Management. MCB University Press, Bradford. 5, 7, pp 212-222, 1999. ISSN: 1352 7592. The authors were presented with a Highly Commended Award by the Literati Club for this paper.
13.Moore, D.R. (1999): Tolerance requirement general theory: pilot study results analysis., Work Study. MCB University Press, Bradford, 48, 1, pp 13-17, ISSN 0043 8022. The author was presented with a Highly Commended Award by the Literati Club for this paper.
14.Moore, D.R. (1996): The Renaissance: the beginning of the end for implicit buildability. Building Research Information, E&F.N. Spon, 24, 5, pp 259-269, September/October 1996. ISSN 0961 3218