Richard became a full-time academic in 2009, after a career in town planning and regeneration programme management. He was awarded a DBA in 2007, with his thesis title being 'Joining up public services - a critical realist framework for holistic governance'. Richard has a particular interest in project management, and first joined the Association for Project Management (APM) in 2000 to help with his role as a regeneration programme manager. In this work he was primarily concerned with benefits realisation, and reflections on this experience are included in his 2012 article in the International Journal of Project Management (IJPM). Richard is a member of the APM Benefits Management SIG Committee, and has collaborated with other experts in this field in a variety of academic and practice-orientated publications. Richard's other research interests include critical realism, organisational resilience/turnaround and the translation of management ideas. Richard's teaching is mainly on strategy and change management at Masters' level, with students from a wide variety of backgrounds, including technology and engineering, as well as general management. He is also the joint DBA Collaborative Course Leader for Sheffield Business School, covering courses delivered in Sheffield and internationally.
- 2007: Doctorate of Business Administration, Sheffield Hallam University, United Kingdom
- 1983: MA Town & Regional Planning, University of Sheffield, United Kingdom
- 1981: BA Geography, University of Cambridge, United Kingdom
Department of Management
Sheffield Business School
Bostock, J., Breese, R., Ridley-duff, R., & Crowther, P. (2019). Challenges for Third Sector Organisations in cutback management: a sporting case study of the implications of publicness. Public management review. http://doi.org/10.1080/14719037.2019.1577911
Bostock, J., Crowther, P., Ridley-Duff, R., & Breese, R. (2018). No Plan B: the Achilles heel of high performance sport management. European Sport Management Quarterly, 18 (1), 25-46. http://doi.org/10.1080/16184742.2017.1364553
Nicholson, J.D., LaPlaca, P., Al-Abdin, A., Breese, R., & Khan, Z. (2018). What do introduction sections tell us about the intent of scholarly work: A contribution on contributions. Industrial Marketing Management. http://doi.org/10.1016/j.indmarman.2018.02.014
Breese, R., Jenner, S., Serra, C.E.M., & Thorp, J. (2015). Benefits management : lost or found in translation. International Journal of Project Management, 33 (7), 1438-1451. http://doi.org/10.1016/j.ijproman.2015.06.004
Breese, R. (2013). Conceptualising the nature of work: revisiting Luther Gulick's theories of organisation. Journal of Management History, 19 (2), 279-294. http://doi.org/10.1108/17511341311307417
Breese, R. (2012). Benefit Realisation Management: Panacea or False Dawn? International Journal of Project Management, 30, 341-351.
Breese, R. (2008). Towards a holistic approach to regeneration: the importance of operational dimensions. Journal of urban regeneration and renewal, 2 (2), 173-187. http://www.ingentaconnect.com/content/hsp/jurr/2008/00000002/00000002/art00007
Breese, R., Eyre, G., & Cogill, P. (2012). Change management - practising what we teach: successfully engaging international students in the teaching, learning & assessment process.Sheffield Hallam University. http://doi.org/10.7190/seej.v1i1.35
Breese, R., Jenner, S., Serra, C., Thorp, J., Bademi, A., & Charlton, M. (2018). Measures for benefits realization. Report produced by Sheffield Hallam University for the Project Management Institute.
Breese, R., Jenner, S., Serra, C., Thorp, J., & Badewi, A. (2016). A unified view of benefits management/benefits realization management to be integrated into PMI standards. Report produced by Sheffield Hallam University for the Project Management Institute.
Theses / Dissertations
Ekhart, G.C. (2019). Made @ Europe - Manufacturing location decisions forthe 21st century. (Doctoral thesis). Supervised by Breese, R. http://doi.org/10.7190/shu-thesis-00174
Tapela-Mahube, U. (2019). Adaptability of Change Management Models: WhatWorks? A Botswana Case Study. (Doctoral thesis). Supervised by Breese, R. http://doi.org/10.7190/shu-thesis-00183
Turner, D. (2017). Variations of the project sponsor role and benefits realisation: A phenomenographic study. (Doctoral thesis). Supervised by Breese, R. http://doi.org/10.7190/shu-thesis-00024
Breese, R. (2007). Joining up public services : a critical realist framework for holistic governance. (Doctoral thesis). Supervised by Chandler, J.
Breese, R., & Thorp, J. (2016). Benefits Management: it works, so why isn’t everybody doing it? Association for Project Management Webinar.
Bostock, J., Breese, R., & Ridley-Duff, R. (2016). Turnaround in response to extreme financial shocks: case studies of National Governing Bodies of Sport (NGB’s) in the UK (Development Paper).
Breese, R., & Nicholson, J. (2016). The nature of academic contributions in organisational change management (Development Paper).
Breese, R. (2013). Benefits management: practice makes perfect? Presented at: Sheffield Business School/APM Benefits Management Special Interest Group Event
Breese, R. (2013). Benefits Realisation Management, Project Management and Management Theory.
Breese, R. (2013). Resilience in Health Services.
Breese, R. (2012). The reasons organisations do, or don't do, benefits management.
Breese, R., & Darwin, J. (2012). Research methods based on critical realism and/or alethic pluralism.
Breese, R. (2010). Towards a Holistic Framework for Conceptualising Sustainable Development.
Breese, R., & Jenner, S. (2013). The theoretical basis for benefits management - part of the solution or part of the problem?
Competitve Research Award
- 2018: PMI - follow on for SBS - 582, "Metrics for Benefits Realization", Project Management Institute, United States of America
- 2016: Project Management Institute, Project Management Institute, United States of America