| Applying institutional theories to managing megaprojects C Biesenthal, S Clegg, A Mahalingam, S Sankaran International journal of project management 36 (1), 43-54, 2018 | 293 | 2018 |
| Institutional theory as a framework for analyzing conflicts on global projects A Mahalingam, RE Levitt Journal of construction engineering and management 133 (7), 517-528, 2007 | 258 | 2007 |
| An evaluation of the applicability of 4D CAD on construction projects A Mahalingam, R Kashyap, C Mahajan Automation in construction 19 (2), 148-159, 2010 | 226 | 2010 |
| PPP experiences in Indian cities: Barriers, enablers, and the way forward A Mahalingam Journal of construction engineering and management 136 (4), 419-429, 2010 | 184 | 2010 |
| Investigating the role of lean practices in enabling BIM adoption: Evidence from two Indian cases A Mahalingam, AK Yadav, J Varaprasad Journal of Construction Engineering and Management 141 (7), 05015006, 2015 | 137 | 2015 |
| Branding and governmentality for infrastructure megaprojects: The role of social media J Ninan, S Clegg, A Mahalingam International journal of project management 37 (1), 59-72, 2019 | 114 | 2019 |
| Safety issues on global projects A Mahalingam, RE Levitt Journal of construction engineering and management 133 (7), 506-516, 2007 | 99 | 2007 |
| External stakeholder management strategies and resources in megaprojects: An organizational power perspective J Ninan, A Mahalingam, S Clegg Project management journal 50 (6), 625-640, 2019 | 88 | 2019 |
| Comparative evaluation of land acquisition and compensation processes across the world A Mahalingam, A Vyas Economic and Political Weekly, 94-102, 2011 | 83 | 2011 |
| Unpacking the path‐dependent process of institutional change for PPPs J Matos‐Castaño, A Mahalingam, G Dewulf Australian journal of public administration 73 (1), 47-66, 2014 | 73 | 2014 |
| A comparative analysis of public-private partnership (PPP) coordination agencies in India: What works and what doesn’t A Mahalingam, GA Devkar, SN Kalidindi Public works management & policy 16 (4), 341-372, 2011 | 70 | 2011 |
| Relating institutions and governance strategies to project outcomes: Study on public–private partnerships in infrastructure projects in India VSK Delhi, A Mahalingam Journal of Management in Engineering 36 (6), 04020076, 2020 | 58 | 2020 |
| Competencies and urban Public Private Partnership projects in India: A case study analysis GA Devkar, A Mahalingam, SN Kalidindi Policy and Society 32 (2), 125-142, 2013 | 52 | 2013 |
| Designing energy efficient commercial buildings—A systems framework G Kanagaraj, A Mahalingam Energy and buildings 43 (9), 2329-2343, 2011 | 50 | 2011 |
| Using ‘design thinking’to enhance urban re-development: a case study from India A Kumar, D Lodha, A Mahalingam, V Prasad, A Sahasranaman Engineering project organization journal 6 (2-4), 155-165, 2016 | 48 | 2016 |
| ICT for external stakeholder management: sociomateriality from a power perspective J Ninan, A Mahalingam, S Clegg, S Sankaran Construction management and economics 38 (9), 840-855, 2020 | 45 | 2020 |
| Cultural clashes in international infrastructure development projects: Which cultures matter? A Mahalingam, RE Levitt, WR Scott Proceedings, 2005 | 41 | 2005 |
| What is the evidence on top-down and bottom-up approaches in improving access to water, sanitation and electricity services in low-income or informal settlements TR Annamalai, G Devkar, A Mahalingam, S Benjamin, SC Rajan, A Deep Social Science Research Unit, UCL Institute of Education, University College …, 2016 | 38 | 2016 |
| Impact of Private Sector Participation on access and quality in provision of electricity, telecom and water services in developing countries: A systematic review GA Devkar, A Mahalingam, A Deep, A Thillairajan Utilities Policy 27, 65-81, 2013 | 37 | 2013 |
| Governance issues in BOT based PPP infrastructure projects in India VSK Delhi, A Mahalingam, S Palukuri Built Environment Project and Asset Management 2 (2), 234-249, 2012 | 36 | 2012 |
