Journal article 9.1: Aguiar, A. C. and Tonelli, M. J. (2018) ‘Dialogic organization development and subject–object dualism: A social constructionist perspective on dialogic methods in an organizational context’, The Journal of Applied Behavioral Science, 54(4), 457-476. doi: 10.1177/0021886318796491

Journal article 9.2: Anderson, L., Thorpe, R. and Coleman, C. (2020) ‘Reviewing Management Learning: The field and the journal’, Management Learning, 51(1), 17-34. doi: 10.1177/1350507619865383

Journal article 9.3: Bell, E., and Bridgman, T. (2017) ‘Why management learning matters’, Management Learning, 48(1), 3-6. doi: 10.1177/1350507616679058

Journal article 9.4: Cameron, K., and McNaughtan, J. (2014) ‘Positive organizational change’, The Journal of Applied Behavioral Science, 50(4), 445-462. doi: 10.1177/0021886314549922

Journal article 9.5: Durepos, G., Maclean, M., Alcadipani, R., and Cummings, S. (2020) ‘Historical reflections at the intersection of past and future: Celebrating 50 years of Management Learning’, Management Learning, 51(1), 3-16. doi: 10.1177/1350507619879603

Journal article 9.6: Grant, D. and Marshak, R. J. (2011) ‘Toward a discourse-centered understanding of organizational change,’ The Journal of Applied Behavioral Science, 47(2), 204-235.

Journal article 9.7: van der Haar, D. and Hosking, D. M. (2004) ‘Evaluating appreciative inquiry: A relational constructionist perspective’, Human Relations, 57(8), 1017-1036. doi: 10.1177/0018726704045839

Journal article 9.8: Burnes, B. and Cooke, B. (2012) ‘The past, present and future of organization development: Taking the long view,’ Human Relations, 65(11): 1395-1429.

Journal article 9.9: Wolfram Cox, J. (2009) ‘Safe talk: Revisioning, repositioning, or representing organization development?’ The Journal of Applied Behavioral Science, 45(3), 375-377. doi: 10.1177/0021886309338689