Gil, N, Stafford, A. Musonda I . 2019. Dualities by Design: The Global Race to Build Africa's Infrastructure. Editors N. Gil, A. Stafford, and I. Musonda. Cambridge University Press.

Gil, N., Lundrigan, C., Puranam, P. Pinto, J. 2017. Megaproject Organization and Performance: The Myth and Political Reality. Project Management Institute, Inc. Pennsylvania, USA

Biesek, G., Gil, N. 2014. Building Options at Project Front-End Strategizing Project Management Institute,, Inc. Pennsylvania, USA. ISBN13: 9781628250428

Gil, N. Fu, Y. 2021. Megaprojects: A Meandering Journey towards a Theory of Purpose, Value Creation and Value Distribution Construction Management and Economics, inPress

Gil, N. 2021. Megaproject Performance, Value Creation and Value Distribution: An Organizational Governance Perspective Academy of Management Discoveries, inPress

Gil, N. Pinto. J. 2018. Polycentric Organizing and Performance. AContingency Model and Evidence from Megaproject Planning in the UK. Research Policy, 47 (4) 717-34

Gil, N. Pinto. J. 2018. Polycentric Organizing and Performance. AContingency Model and Evidence from Megaproject Planning in the UK. Research Policy, 47 (4) 717-34

Gil, N., Biesek, G., Freeman, J. 2015. Interorganizational Development of Flexible Capital Designs: The Case of Future-proofing Infrastructure. IEEE Transactions in Engineering Management. 62 (3) 335-=350

Gil, N., Miozzo, M., Massini, S. 2012. The Innovation Potential of New Infrastructure Development: An Empirical Study of Heathrow airport’s T5 project. Research Policy. 41 (2) 452-466.

Yaghootkar, K., Gil, N. 2011. The effects of Schedule-driven Project Management in Multi-project Environments. Int. Journal of Project Management. 30 (1) 127–140

Gil, N., Tether, B. 2011. Project Risk Management and Design Flexibility: Analysing a Case and Conditions of Complementarity. Research Policy, 40(3) 415-428.

Gil, N. 2010. Language as a Resource in Project Management: A Case Study and a Conceptual Framework. IEEE Transactions on Eng. Management, 57 (3) 450 – 462.

Gil, N., Beckman, S. 2009. Infrastructure Meets Business: Building New Bridges, Mending Old Ones. California Management Review, Winter, 6-29.

Gil, N. 2009. Developing Project Client-Supplier Cooperative Relationships: How much to Expect from Relational Contracts? California Management Review, Winter, 144-169.

Gil, N. 2009. Project Safeguards: Operationalizing Option-LikeStrategic Thinking in Infrastructure Development IEEE Transactions on Engineering Management, VOL. 56, NO. 2, MAY 2009

El-Tayeh, A., Gil N 2007. Using Digital Socialization to Support Geographically Dispersed AEC Project Teams Journal of Construction Engineering and Management, Vol. 133, No. 6, June 1, 2007.

Gil, N., Beckman, S. 2007. Design Reuse and Buffers in High-tech Infrastructure Development: A Stakeholder Perspective. IEEE Transactions on Engineering Management, 54 (3) 484-497.

Gil, N. 2007. On the Value of Project Safeguards: Embedding Real Options in Complex Product and Systems. Research Policy, 36 (7) 980-999

Gil, N., Tommelein, I.D., Schruben, L.W. 2006. External Change in Large Engineering Design Projects: The Role of the Client. IEEE Transactions on Engineering Management, 53 (3) 426-439.

Gil, N. Tommelein, I. Stout, A., Garrett, T. 2005. Embodying Product and Process Flexibility to Cope with Challenging Project Deliveries. J. Constr. Eng. Manage., 2005, 131(4): 439-448

Gil, N., Tommelein, I. D., & Ballard, G. (2004). Theoretical comparison of alternative delivery systems for projects in unpredictable environments. Construction Management and Economics, 22(5), 495-508.

Gil, N., Tommelein, I.D., and Beckman, S. 2004. Postponing Design Processes in Unpredictable Environments. Research in Engineering Design. Theory, Applications, and Concurrent Engineering, 15, 139-154.

Gil, N., & Ballard, G. 2001. Leveraging Specialty Contractor Knowledge in Design. Engineering, Construction, and Architectural Management, 5, 5/6.

Gil, N. 2019. The Lack of Public Goods in Emergent Economies: A Call for Research and a Case Study of Innovative Organisational Designs. In Editors George, G., Baker, T., Tracey, P. & Joshi. Handbook of Inclusive Innovation: The Role of Individuals, Organizations, and Communities in Social Innovation. Edward Elgar: Northampton, MA.

Gil, N. 2016. A Collective-Action Perspective on the Planning of Megaprojects. Chapter 12 in The Oxford Handbook of Mega Project Management. Edited by Bent Flyvbjerg, Oxford University Press

Gil, N., Miozzo, M., Massini, S. 2014. The Innovation Potential of New Infrastructure Development: An Empirical Study of Heathrow airport’s T5 project.

Gil, N., Smyth, H., Pinto, J. 2011. Trust in Relational Contracting and as a Critical Organizational Attribute. Chapter in Oxford University Press Handbook on the Management of Projects. pp. 438-460, Oxford University Press, Oxford UK.

Gil, N. 2009. Evolvable or ‘Future-proof’ Infrastructure Design: Integrating Modularity and Safeguards. Chapter in Open Building Manufacturing: Key Technologies, Applications and Industrial Cases Book 2, ManuBuild, Kazi, A.S., Hannus, M., Boudjabeur,S. (Eds.).ISBN 978-951-38-7144-4 (Print); ISBN 978-951-38-7146-8 (Electronic)

Miozzo, M., Gil, N. 2008. Why do users and customers may resist innovations in the build environment? Insights from the role of users in the innovation literature. Chapter 19 in Clients Driving Innovation, 190-200, Wiley-Blackwell, P. Brandon and S. Lu (Eds.)

Gil, N., Beckman, S., Tommelein, I. 2007. Operationalizing the Open Building Approach in Large-scale Infrastructure Projects. Chapter in Open Building Manufacturing: Core Concepts and Industrial Requirements Book 1, ManuBuild. Kazi, A.S., Hannus, M., Boudjabeur, S., Malone, A. (Eds.) ISBN: 978-951-38-6352-4 (Print); ISBN: 978-951-38-6353-1 (Electronic).

Gil, N., Msulwa, R., Pinto, J. 2017. Integrating without Authority: The ‘Wicked’ Division of Labour between Mandated Coordination and Politicized Cooperation. Manchester Business School Working Paper. The University of Manchester.

Gil, N., Pinto, J. 2017. Planning under Pluralism: Implications to Project Organization Design and Performance Implications. Manchester Business School Working Paper. The University of Manchester

Gil, N. 2016. Structure-Performance Relationships in Complex System Developments: The Case of Infrastructure Projects in Developing Economies. Manchester Business School Working Paper. The University of Manchester

Gil, N. 2016. Creating a Polycentric Commons to Develop Non-Decomposable Infrastructure. Manchester Business School Working Paper. The University of Manchester

Lundrigan, C., Gil, N. (2015). Strategic Capabilities for Megaproject Architects: Sequencing Network Growth and Elimination of Development Bottlenecks Manchester Business School Working Paper. The University of Manchester

Gil, N., Baldwin, C. (2013). Creating a Design Commons: Lessons from Teachers' Participation in School Design. Harvard Business School Working Paper. Harvard Business School Working Paper, No. 14-025, September 2013.

Lundrigan, C., Gil, N., Puranam, P. (2015). The (Under) Performance of Mega-projects: A Meta-organizational Approach. Proc. Academy of Management conference, Vancouver Best paper award by the Academy of Management conference, August. Click here for a brief summary of the article from INSEAD knowledge

Gil, N. Lundigran, C., Puranam, P. 2015. Why Mega-projects (seem to) Fail? INSEAD Knowledge., INSEAD

Gil, N. Lundrigan, C. 2012. The Leadership and Governance of Megaprojects Centre for Infrastructure Development (CID) Manchestester Business School, The University of Manchester, CID technical report No.3/2013

Gil, N. Ward, D. 2011. Innovation in Infrastructure Funding and Finance. Centre for Infrastructure Development (CID), Manchester Business School, The University of Manchester, CID technical Report No. 2/2011.

Gil, N. Ward, D. 2011. Megaproject Leadership and Production Management: Learning from the T5 Project. Centre for Infrastructure Development, Manchester Business School, The University of Manchester, CID Technical Report No. 1/2011