Journal article 10.1: Dawson, P. (1996) ‘Beyond conventional change models: A processual perspective’, Asia Pacific Journal of Human Resources, 34(2), 57-70. doi: 10.1177/103841119603400207

Journal article 10.2: Dawson, P. and Buchanan, D. (2005) ‘The way it really happened: Competing narratives in the political process of technological change’, Human Relations, 58(7), 845-865.

Journal article 10.3: MacKenzie, C. (2011) ‘Book review: Perspectives on process organization studies: Process, sensemaking & organizing’ by Ann Langley and HaridomosTsoukas (Series Editors), Tor Hernes and Sally Maitlis (eds). Management Learning, pp. 231-242.

Journal article 10.4: Morsing, M. (1997) ‘Patrick Dawson: Organizational change – A processual approach’, Organization Studies, 18(3): 523-535.

Journal article 10.5: Pentland, B. T. (2017) Book review: Ann Langley and HaridimosTsoukas (Eds.) The SAGE Handbook of Process Organization Studies. Organization Studies, 38(12), 1796-1800. doi: 10.1177/0170840617724075

Journal article 10.6: Pentland, B. T., Mahringer, C. A., Dittrich, K., Feldman, M. S., and Wolf, J. R. (2020) ‘Process multiplicity and process dynamics: Weaving the space of possible paths’, Organization Theory, 1(3), 2631787720963138. doi: 10.1177/2631787720963138