Steve Leybourne
Steve Leybourne
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Cited by
Cited by
The role of intuition and improvisation in project management
S Leybourne, E Sadler-Smith
International journal of project management 24 (6), 483-492, 2006
The changing bias of project management research: A consideration of the literatures and an application of extant theory
SA Leybourne
Project Management Journal 38 (1), 61-73, 2007
Improvisation and agile project management: a comparative consideration
SA Leybourne
International Journal of Managing Projects in Business 2 (4), 519-535, 2009
Improvisation within the project management of change: Some observations from UK financial services
S Leybourne
Journal of Change Management 6 (4), 365-381, 2006
Advancing project management: Authenticating the shift from process to “Nuanced” Project‐Based management in the ambidextrous organization
SA Leybourne, P Sainter
Project Management Journal 43 (6), 5-15, 2012
Managing change by abandoning planning and embracing improvisation
SA Leybourne
Journal of General Management 31 (3), 11-29, 2006
Managing improvisation within change management: Lessons from UK financial services
SA Leybourne
The Service Industries Journal 26 (1), 73-95, 2006
Learning to improvise, or improvising to learn: knowledge generation and ‘innovative practice’in project environments
S Leybourne, M Kennedy
Knowledge and Process Management 22 (1), 1-10, 2015
Rethinking project reliability using the ambidexterity and mindfulness perspectives
N Turner, E Kutsch, SA Leybourne
International Journal of Managing Projects in Business 9 (4), 845-864, 2016
Improvisation within management: oxymoron, paradox, or legitimate way of achieving?
SA Leybourne
International Journal of Management Concepts and Philosophy 2 (3), 224-239, 2007
Emotionally sustainable change: two frameworks to assist with transition
SA Leybourne
International Journal of Strategic Change Management 7 (1), 23-42, 2016
Project management and the implementation of strategic change within the UK financial services sector
SA Leybourne
Forms, metaphors, and themes: An introduction to the special issue on organizational improvisation
S Leybourne, G Lynn, M Thanning VendelÝ
Creativity and Innovation Management 23 (4), 353-358, 2014
Project management and high-value superyacht projects: An improvisational and temporal perspective
S Leybourne
Project Management Journal 41 (1), 17-27, 2010
Culture and organizational improvisation in UK financial services
SA Leybourne
Journal of Service Science and Management 2 (04), 237, 2009
Improvisation as a way of dealing with ambiguity and complexity
SA Leybourne
Graziadio Business Report 13 (3), 1-7, 2010
Is project management the new management 2.0?
SA Leybourne, R Warburton, V Kanabar
Organisational Project Management 1 (1), 16-36, 2014
The project management of change within UK financial services: what about improvisation?
SA Leybourne
Proceedings of PMI Research Conference, 343-351, 2002
Taking over the reins: the needs of individuals who purchase small established enterprises
J Perry, B Badger, J Lean, S Leybourne
The International Journal of Entrepreneurship and Innovation 11 (1), 57-67, 2010
A study of postinvestment monitoring practices in life science venture capital firms
B Unger, VA Greiman, SA Leybourne
Journal of Transnational Management 15 (1), 3-25, 2010
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