| The role of intuition and improvisation in project management S Leybourne, E Sadler-Smith International journal of project management 24 (6), 483-492, 2006 | 390 | 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 | 205 | 2007 |
| Improvisation and agile project management: a comparative consideration SA Leybourne International Journal of Managing Projects in Business 2 (4), 519-535, 2009 | 187 | 2009 |
| Improvisation and agile project management: a comparative consideration SA Leybourne International Journal of Managing Projects in Business 2 (4), 519-535, 2009 | 177 | 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 | 86 | 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 | 73 | 2012 |
| Managing change by abandoning planning and embracing improvisation SA Leybourne Journal of General Management 31 (3), 11-29, 2006 | 71 | 2006 |
| Managing improvisation within change management: Lessons from UK financial services SA Leybourne The Service Industries Journal 26 (1), 73-95, 2006 | 69 | 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 | 57 | 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 | 53 | 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 | 45 | 2007 |
| Project management and the implementation of strategic change within the UK financial services sector SA Leybourne | 31 | 2002 |
| Emotionally sustainable change: two frameworks to assist with transition SA Leybourne International Journal of Strategic Change Management 7 (1), 23-42, 2016 | 30 | 2016 |
| Forms, metaphors, and themes: An introduction to the special issue on organizational improvisation S Leybourne, G Lynn, M Thanning Vendelø Creativity and Innovation Management 23 (4), 353-358, 2014 | 27 | 2014 |
| Project management and high-value superyacht projects: An improvisational and temporal perspective S Leybourne Project Management Journal 41 (1), 17-27, 2010 | 24 | 2010 |
| Culture and organizational improvisation in UK financial services SA Leybourne Journal of Service Science and Management 2 (04), 237, 2009 | 16 | 2009 |
| Improvisation as a way of dealing with ambiguity and complexity SA Leybourne Graziadio Business Report 13 (3), 1-7, 2010 | 15 | 2010 |
| Is project management the new management 2.0? SA Leybourne, R Warburton, V Kanabar Organisational Project Management 1 (1), 16-36, 2014 | 13 | 2014 |
| The project management of change within UK financial services: what about improvisation? SA Leybourne Proceedings of PMI Research Conference, 343-351, 2002 | 13 | 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 | 12 | 2010 |
Eugene Sadler-SmithProfessor of Organizational Behaviour, Surrey Business School, University of SurreyVerified email at surrey.ac.uk
