Background

David worked for the management consulting group of Mouchel before joining Cranfield in 2002.


Current activities

David is Professor of Leadership and Organizational Change and Director of Research at Cranfield School of Management. He has published a large number of important and highly cited articles and book chapters. He is strongly committed to, and has a significant track record of, developing the next generation of researchers. 

David is a founding member of the International Evidence-based Management Collaborative. In 2009 he obtained a prestigious Advanced Institute of Management Research Fellowship. David has a significant track record of successfully delivering research projects funded by the Economic and Social Research Council and Engineering and Physical Sciences Research Council, the National Institute for Health Research Service Delivery and Organization and the private sector. David works with organizations to build capabilities of change, leadership, resilience and high reliability. He helps senior leaders in a wide range of organizations to establish strategic direction and deliver sustained performance improvement. David designs, facilitates and delivers compelling learning events for senior executives. He was voted HR magazine’s 2012 “Most Influential UK Thinker”.


Clients

Recent clients have included:

  • Sellafield Ltd
  • Broadmoor Hospital
  • Centrica Storage Ltd
  • The Welsh Assembly


Publications

Articles In Journals

Conference Papers

  • Pilbeam C, Doherty N & Denyer D (2015) Achieving safety compliance through safety leadership. In: WOSNET 8th International Conference, Porto.
  • Murphy J, Denyer D, Pilbeam C & Pettigrew A (2015) Leadership and Change in Extreme Contexts. Symposium.. In: British Academy of Management, University of Portsmouth.
  • Pilbeam CJ, Davidson R, Denyer D & Doherty N (2014) Networks of influence: safety leadership in service organisations.
  • Davidson R, Pilbeam CJ, Doherty N & Denyer D (2014) Journey to a distributed safety leadership paradigm: An exploratory study.
  • Tobias JM, Denyer D, Pavlov A & Danziger (2014) Researching organizational mindfulness and mindful organizing: theory, method and practice.
  • Tobias J, Denyer D, Pavlov A, Reb J, Gaertner C, Vogus T & Danziger D (2014) Researching organisational mindfulness and mindful organising:Theory, method, and practice.
  • Davidson R, Pilbeam CJ, Doherty N & Denyer D (2014) Capturing safety awareness through diaries.
  • Pilbeam, CJ, Denyer, D, Doherty N & Davidson R (2014) Defining low-hazard environments for common safety: common sense isn't it?.
  • Marynissen H, Ladkin D, Denyer D & Pilbeam C (2014) A constitutive view on risk communication in organisations managing high-risk processes: Towards a conceptual framework.
  • Kutsch E, Denyer D & Hall M (2014) Sensebreaking and meaning voids in IS change initiatives.
  • Marynissen H, Ladkin D, Denyer D & Pilbeam C (2013) The constitutive role of communication for coordinated safety behaviour in an organization managing high-hazardous processes.
  • Marynissen H, Ladkin D, Denyer D, Snoeijers E & Van Achte T (2013) The role of individual risk perception in an organization managing high risks.
  • Marynissen H, Ladkin D, Denyer D, Snoeijers E & Van Achte T (2012) The impact of risk communication on individual perception in a complext interactive and tightly coupled organisation.
  • Pilbeam C & Denyer D (2012) Becoming an Expert Management Researcher: a Community of Practice Perspective on Doctoral Study.
  • Mason K, Beech N, Denyer D, O'Mahoney J, Radnor Z & Perkmann M (2011) Approaches for Studying Management Practices.
  • Rothenberg N & Denyer D (2011) Leading Business School Departments: The Impact of Context, Authority and Autonomy.
  • Denyer D, Marcos Cuevas J, Turnbull James K & Marcos Cuevas J (2011) Practicing Evidence-based Management: enhancing the utilization of management research?.
  • Denyer D, Buchanan D, Parry E & Osbourne J (2011) My job is 'wicked': the pressures and demands of middle management in the UK NHS.
  • Mauelshagen C, Schiller F, Denyer D, Rocks S & Pollard S (2010) Risk maturity models: Accounting for organisational cultures.
  • Kutsch E, Lee-Kelley L, Hall M & Denyer D (2010) Overcoming paralysis: Aspects of reliability in information systems projects.
  • Denyer D (2009) Keynote: Evidence-based Management and Research Synthesis.
  • Collins J, Denyer D & Turnbull James K (2008) Educating the evidence-based manager: The Executive Doctorate and its impact on management practice.
  • Denyer D, Briner R, Rousseau D & Latham G (2008) Evidence-based Management.
  • Pilbeam C & Denyer D (2007) Independent learner or community member ? The role of doctoral student networks in doctoral education.
  • Plibeam C & Denyer D (2007) Organizational networks: using systematic review to develop a research agenda.
  • Turnbull James K & Denyer D (2006) Learning for sector change: the development of a knowledge sharing and learning network.
  • Turnbull James K & Denyer D (2006) Making business schools relevant: impacting management practice through appropriate modes of learning.
  • Pilbeam C & Denyer D (2006) Doctoral networks as learning communities: A social network approach.
  • Tranfield D, Denyer D, Marcos J & Burr M (2004) Developing an evidence-based approach to management consultancy by using systematic review.
  • Tranfield D, Denyer D, Marcos Cuevas J & Marcos Cuevas J (2004) Creating an evidence-base for policy and practice: A comparison and critique.
  • Burr M & Denyer D (2004) Developing an applied research programme through knowledge co-production: the Mouchel-Cranfield case study.
  • Tranfield D, Denyer D, Marcos Cuevas J & Marcos Cuevas J (2004) Developing an evidence-based approach to management consulting.
  • Denyer D, Marcos Cuevas J, Tranfield D & Marcos Cuevas J (2003) Organizational and management research into practice: an evaluation of the use of systematic reviews.
  • Marcos Cuevas J, Tranfield D, Denyer D & Marcos Cuevas J (2003) Management research into practice: exploring knowledge transfer and utilization.
  • Tranfield D, Denyer D, Marcos Cuevas J & Marcos Cuevas J (2003) Knowledge into practice: the adoption and utilization of management research.
  • Tranfield D, Denyer D, Marcos Cuevas J & Marcos Cuevas J (2003) Synthesising management research: the development of field tested and grounded technological rules.
  • Tranfield D & Denyer D (2003) Democracy and the discourse of management in a knowledge economy.
  • Tranfield D, Denyer D & Smart P (2002) Developing evidence-based management research: lessons from medical science.
  • Marcos Cuevas J, Tranfield D, Denyer D & Marcos Cuevas J (2002) Using systematic review in the management field: an example of its application to high reliability theory.
  • Tranfield D, Denyer D & Smart P (2002) Developing an evidence-based approach to management knowledge using systematic review.
  • Mason K, Denyer D, Beech N & Macintosh R (1997) Studying management pPractices: degrees of engagement in observational research.
  • Briner R & Denyer D Bridging the Research-Practice Gap though Evidence-Based Management and Systematic Review.

Books

  • Denyer D & Turnbull James K (2016) Doing leadership-as-practice development. In: Leadership-as-practice: Theory and application. Raelin J.A. (ed.), Routledge, p. 262-283.
  • Pilbeam C & Denyer D (2015) Approaches to post-crisis change. In: Managing Change in Extreme Contexts. Denyer, D. and Pilbeam CJ (ed.), Routledge, p. 279-295.
  • (2015) Managing change in extreme contexts.
  • Brinter R & Denyer D (2014) Systematic Review and Evidence Synthesis as a Practice and Scholarship Tool. In: The Oxford Handbook of Evidence-Based Management. Denise M. Rousseau (ed.), Oxford: Oxford University Press, p. 112-129.
  • Denyer D & Tranfield D (2009) Producing a Systematic Review. In: The SAGE Handbook of Organizational Research Methods. Buchanan D, Bryman A (ed.), London: SAGE Publications, p. 671-689.
  • Collins J & Denyer D (2008) Leadership Learning and Development: A Framework for Evaluation. In: Leadership Learning: Knowledge into Action. Turnbull James K, Collins J (ed.), Palgrave Macmillan, p. 161-177.