Tyrone Pitsis

Tyrone Pitsis

Pro-Dean - International
Professor of Strategy and Organization Studies - Management Division

+44 (0)113 343 0604
Academic, Management, Staff, Centre for Technology, Innovation and Engagement (C-Tie), Divisions, Research Centres
G.31 Charles Thackrah

PhD (Management), University of Technology, Sydney, Australia

B.Social Science (Hons) Psychology, University of New South Wales, Australia

Tyrone S. Pitsis is Professor of Strategy and Organization Studies at Leeds University Business School, and the Pro-Dean (International).  Before joining LUBS in 2015 he was a Reader in Strategy and Design at Newcastle University, UK.  He moved to the UK in 2011 from Australia where he was Associate Professor in Organizational Behaviour in the Business School at the University of Technology, Sydney.  Tyrone is currently visiting Professor in Faculty of Engineering and IT at The University of Sydney, and an honorary Professor in the Business School at The University of Technology, Sydney. 

Tyrone’s main research focus is on strategic thinking in projects of transformation (be it at an individual, organizational, or social level).   His work is multi-disciplinary and he does collaborative research with people from Law, Engineering and Medicine from some of the leading universities from around the world.  He has been awarded close to 1.5 million pounds worth of competitive research grants from the Australian Research Council and the EU on project strategy and governance.  Most recently his work focuses on the role of design thinking (DT) on innovation in collaborative contexts and how DT can enhance the impact of technology on society.  He is currently a guest editor of a special issue on this very topic for the California Management Review.

Tyrone is a reviewer and publishes in leading academic journals including in many of the Financial Times Top 45: Organization Science, Organization Studies, Journal of Business Ethics, and in several other leading journals such as Journal of Management Inquiry, Business History, Management Learning and International Journal of Project Management amongst others.  He is a co-author of the recent Making Sense of and Measuring Impact Report of the Practice Theme Committee of the Academy of Management (2017).  The first report focusing on the perceptions of AOM members about what constitutes impact of management research.  He is a founding editor in chief of a new Sage/IACCM journal called the Journal of Strategic Contracting and Negotiation. He has been a contributing author for the OECD report on Innovation Strategy, and his most recent book is the Handbook of Organizational and Managerial Innovation (Edward Elgar).  

In 2015 Tyrone was a member of the Oxford University’s Expert Panel on Benefits Realisation of Healthcare ICT in the NHS.  He is also currently helping the NHS on setting strategic research goals. 

Tyrone teaches strategy, change design and implementation, and uses design thinking and possibility thinking as a method for teaching students in MBA, EMBA and Executive programmes.  He is consistently ranked one of the top lecturers in MBA and Executive MBA, as well as executive education programmes in the UK and Australia (UTS and Sydney University).  He is a co-author of one of Sage’s leading text books, Management and Organization written with his colleagues Stewart Clegg, Martin Kornberger and Matthew Mount (5th edition due in mid 2019). 

Tyrone also works with governments, and leading private and non-for-profit organizations to help them design long term strategic responses to ‘wicked’ problems using design thinking.  He has worked with and continues to work with several organizations in the financial services, technology, engineering and defence industries. These include but are not limited to Commonwealth Bank of Australia, Konne, Newcastle International, The Royal Australian Air Force, Reserve Bank of Australia, Reserve Bank of India, Sevcon and TNT. 

He was formerly the Chair of the Practice Theme Committee of the Academy of Management (AOM). He is now the academic advisor to the International Association for Contract and Commercial Management (IACCM), a member of the Strategic Management Society, and a Fellow of the Royal Society of the Arts since 2013. 

He has supervised several PhD students to completion and was also the former Chair of the Academy of Management’s New Doctoral Student Consortium where he was responsible for designing cutting edge doctoral student development programmes, and growing the international reach and attendance to the NDSC.

Prospective PhD applicants interested in the research areas outlined above, please contact Professor Pitsis at T.Pitsis@leeds.ac.uk.


My research focuses on how imagination or ideas drive strategy in organizations, particularly in collaborative projects. 

I am currently working on a number of projects:

1.      On building resilient and enterprising cities with Gateshead Council.

2.      On collaborative approaches for promoting creativity and enterprise thinking in young people

3.      On innovation practices in mega-projects

4.      How to best bind relationships within and between organizations to promote innovation


-        Strategic Management

-        Organisational change

-        Research Methods

-        I also teach custom programmes on strategy and design thinking  for executives


Professor of Strategy and Organization Studies

Member of the Leeds University Business School’ s Faculty Research and Innovation Committee

Editor in Chief, Journal of Strategic Contracting and Negotiation.

External Assessor for MSc Programmes at Lancaster University.

Subject Group Leader, Strategy & Organisation, Management Division. 

  • Backhaus, C. & Pitsis, T (2018) Getting started: The Do’s and Don’ts for Initiating Impactful Academic-Practitioner-Relationships. The Annual Meeting of the Academy of Management, Chicago, 10-14 August, 2018.  
  • Mount, M., Pitsis, T., & de Jordy. R. (2018) A Socio-Cognitive Model of Logic Formation in Complex Institutional Fields, Proceedings of the Annual Meeting of the Academy of Management, Chicago, 10-14 August, 2018. 
  • Pitsis, T. (2018) Positive Design: Using Design Thinking as a Creative Process for Enhancing Project Outcomes. Proceedings of the Annual Meeting of the Academy of Management, Chicago, 10-14 August, 2018. 
  • Zaman, T., Mount, M., Pitsis, T., & O’Conner, R (2018) Multi-Team Adoption and Diffusion of Innovation in Complex Organizations. Proceedings of the Annual Meeting of the Academy of Management, Chicago, 10-14 August, 2018.
  • Haley, U., Page, M., Pitsis, TS., Rivas, JL, and Yu, K.F. (2017) MEASURING AND ACHIEVING SCHOLARLY IMPACT: A REPORT FROM THE ACADEMY OF MANAGEMENT’S PRACTICE THEME COMMITTEE. The Academy of Management, Briarcliff Manor, NY. 
  • Pitsis, T. S., Steinert, M., Beckmen, S. L. Oviedo, L., & Maisch, B.  (2017) Designing the future: The strategic role and impact of design thinking in creating the future of human-technology interaction. California Management Review, (ABS 3* 5yr Impact Factor 3.412)
  • Mount, M., & Pitsis, T. S. (2017) Field Configuration in Complex Transnational Fields: Developing a Response Strategy, Proceedings of the Annual Meeting of the Academy of Management, (OMT Division), August, 4-8, 2017. Atlanta, USA. 
  • Backhaus, C., Jaakkola, M., Pitsis, T.,  &  Evanschitzky, H. (2017) Exploring the Antecedents Of Impact In Business And Management Research, Proceedings of the Annual Meeting of the Academy of Management, (MED Division), August, 4-8, 2017. Atlanta, USA.
  • Van Marrewijk, A., Ybema, S., Smits, K., Pitsis, T., and Clegg, S (2016). Clash of the Titans: Temporal organizing and collaborative dynamics in the Panama Canal Megaproject.  Organization Studies, 37 (12), 1745-1769. 
  • Clegg SR, Josserand E, Mehra AJ, Pitsis TS. (2016) The transformative power of network dynamics: a research agenda,  Organization Studies 37 (3), 277-291. 
  • Clegg, S.R., Kornberger, M. and Pitsis, T. S. (2016) Managing and Organizations: Introduction to Theory and Practice. 4th Ed. Sage: Thousand Oaks, Cal.
  • Böhm, E.; Eggert, A.; Backhaus, C.; Pitsis, T. (2015). Shedding Light on Outcome-Based Contracts: Benefits and Risks from the Buyers’ and Sellers’ Perspective, in: 2016 AMA Winter Marketing Educators' Conference Proceedings, Las Vegas, NV
  • Pitsis, T. S. (2015) Get Strategic: On the strangeness of theory and value. Journal of Strategic Contracting and Negotiation, Vol. 1(2) 104–110
  • Sillince JAA, Golant B, Pitsis TS. (2014) A grounded theory of generativity. In: Proceedings of the Academy of Management. Philadelphia, USA.
  • Pitsis TS, Sankaran S, Gudergan S, Clegg SR.(2014) Governing projects under complexity: theory and practice in project management. International Journal of Project Management, 32 (8): 1285-1290
  • Pitsis TS, Simpson AV, Dehlin E, ed. (2014) The Handbook of Organizational and Managerial Innovation.Oxford: Edward-Elgar Publishing Ltd.
  • Simpson A, Clegg SR, Pitsis TS.(2014)  "I Used to Care but Things Have Changed": A Genealogy of Compassion in Organizational Theory. Journal of Management Inquiry23(4), 347-359.
  • Simpson AV, Clegg SR, Pitsis TS. (2014) Normal compassion: a framework for compassionate decision making. Journal of Business Ethics119(4), 473-491.
  • Pitsis TS, Clegg SR, et al. Constructing the Olympic Dream: A Future Perfect Strategy of Project Management. Organization Science,14 (5): 574-590.In: Bent Flyvbjerg ed. Megaproject Planning and Management: Essential Readings, vols. 1-2 2013. Cheltenham, UK and Northampton, MA: Edward Elgar, 1-2, 17.
  • Clegg SR, Jarvis W, Pitsis TS. (2013) Making strategy matter: Social theory, knowledge interests and business education. Business History, 55(7), 1247-1264.
  • Nikolova N, Fox S, Clegg S, Bjorkeng K, Pitsis TS (2013). Uncertainty Reduction Through Everyday Performative Language Work: The Case of Coaching. International Studies in Management and Organization43(3), 74-89.
  • Pitsis TS. Designing the future as a collaborative contract: design (process) thinking. 2012. Webinar.
  • Clegg SR, Kornberger M, Pitsis TS. (2012.) Managing and Organizations: An Introduction to Theory and Practice. London: Sage,
  • Clegg SR, Pitsis TS. (2012.) Phronesis, projects and power research. In: Flyvbjerg, B., Landman, T., Schram, S, ed. Real Social Science Applied Phronesis. Cambridge, UK: Cambridge University Press, pp.66-94.
  • Pitsis TS, Schweitzer J, Clegg SR. (2012.) Strategy discourse as collaborative design practice: Can design thinking benefit strategy development?. In: 28th EGOS Colloquium. 2012, Helsinki, Finland.
  • Carlsen A, Pitsis T. Experiencing hope in organizational lives. In: Academy of Management. 2011, San Antonio, Texas.
  • Clegg SR, Bjorkeng C, Pitsis TS. Innovating the practice of normative control in project management contractual relations. In: Morris, P.W.G., Pinto, J.K. Söderlund, J, ed. The Oxford Handbook of Project Management. Oxford, UK: Oxford University Press, 2011, pp.410-437.
  • Pitsis TS, Gudergan S. Know How? Challenges in knowledge and innovation management in alliances. International Journal of Knowledge Management Studies 2010, 4(2), 109-123.
  • Lundberg M, Pitsis TS. Leading Ideas: Design Thinking as Aesthetic Process Innovation. In: Design Thinking Research Symposium Conference Proceedings. 2010, Sydney: DAB Documents.
  • Chelliah J, Pitsis TS. Power Sharing in Progressive Discipline: New Rules of Engagement Arising from an Australian Perspective. Contemporary Management Research 2010, 6(2), 91-110.
  • Green R, Liyanage S, Pitsis T, Scott-Kemis D, Agarwal R. The OECD Innovation Strategy: Getting a Head Start on Tomorrow. Paris, France: OECD Publishing, 2010.
  • Bjorkeng K, Clegg SR, Pitsis TS. Becoming (a) Practice. Management Learning 2009, 40(2), 145-159.
  • Carlsen A, Pitsis TS. Experiencing hope in organizational lives. In: Robert, L.M., Dutton, J, ed.Exploring Positive Identities and Organizations: Building a Theoretical and Research Foundation. New York: Psychology Press, 2009, pp.77-98.
  • Håkonsen G, Carlsen A, Clegg S, Antonacopoulou E, Pitsis T. Idea work. Towards a practice-based theory of creating and becoming in organizations. In: European Group of Organization Studies (EGOS). 2009, Barcelona, Spain.
  • van-Marrewijk A, Clegg SR, Pitsis TS, Veenswijk M. Managing public-private megaprojects: Paradoxes, complexity, and project design. International Journal of Project Management 2008,26(6), 591-600.
  • Carlsen A, Pitsis TS. Projects for life. Building narrative capital for positive organizational change.In: Clegg, S.R., Cooper, C.L, ed. The SAGE Handbook of Organizational Behavior. London: Sage Publications Ltd, 2008, pp.456-477.
  • Anandakumar A, Pitsis TS, Clegg SR. Everybody hurts sometimes: The language of emotionality and the dysfunctional organization. In: Langan-Fox, J., Cooper, C.L., Klimoski, R.J, ed. Research Companion To The Dysfunctional Workplace Management Challenges and Symptoms. Cheltenham: Edward Elgar Publishing Ltd, 2007, pp.187-215.
  • Pitsis TS, Clegg SR. We live in a political world: The paradox of managerial wisdom. In: Kessler, E.H., Bailey, J.R, ed. Handbook of Organizational and Managerial Wisdom. Thousand Oaks, California, USA: Sage Publications, 2007, pp.399-421.
  • Clegg SR, Pitsis TS. The Art of Alliancing: From Imperative Control to Collaborative Coordination. In:Ville, S.P., Boyce, G., MacIntyre, S, ed. How Organisations Connect: Investing in Communication. Melbourne, Australia: Melbourne University Press, 2006, pp.32-53.
  • Pitsis TS, Kornberger M, Clegg SR. The Art of Managing Relationships in Interorganizational Collaboration. M@n@gement 2004, 7(3), 47-67.
  • Pitsis TS, Clegg SR, Marosszeky M, Rura-Polley T. Constructing the Olympic Dream: A Future Perfect Strategy of Project Management. Organization Science 2003, 14(5), 574-590.
  • Clegg SR, Pitsis TS, Rura-Polley T, Marroszeky M. Governmentality Matters: Designing an Alliance Culture of Inter-Organizational Collaboration for Managing Projects. Organization Studies 2002,23(3), 317-337.
  • Simpson AV, Clegg SR, Lopes MP, Cunha MPe, Rego A, Pitsis T. Doing compassion or doing discipline? Power relations and the Magdalene Laundries. Journal of Political Power 2014, 7(2), 253-274.

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