Gestion Stratégique Contexte Pluraliste

Publications depuis 1999

Livres

SCHULTZ, M., MAGUIRE, S., LANGLEY, A., TSOUKAS, H. (eds.) Constructing Identity in and around Organizations, Perspectives on Process Organization Studies, Volume 2, Oxford, UK: Oxford University Press, (forthcoming, 2012).

JOHNSON, G., LANGLEY, A., MELIN, L., WHITTINGTON, R.: Strategy as Practice: Research Directions and Resources, Cambridge, UK: Cambridge University Press, 2007, 244pp.

LINES, R., STENSAKER, I., LANGLEY, A. (eds.): New Perspectives on Organizational Change and Learning, Bergen: Fagbokforlaget, 2006, 472pp.

Articles

DENIS, J.-L., LANGLEY, A.,SERGI, V.: « Leadership in the plural, » accepté pour publication dans Academy of Management Annals

LANGLEY, A., GOLDEN-BIDDLE, K.,REAY, T., DENIS, J.-L., HÉBERT, Y., LAMOTHE, L., GERVAIS, J.: « Identity struggles in merging organizations: Renegotiating the sameness-difference dialectic, » accepté pour publication dans Journal of Applied Behavioral Science.

BIZZI, L., LANGLEY, A.: « Studying processes in and around networks, » accepté pour publication dans Industrial Marketing Management

KLAG, M., GIROUX, H., LANGLEY, A.: « Strategic planning at Saint Francis de Sales School, »  accepté pour publication dans Revue internationale de cas en gestion

CORNUT, F., GIROUX, H., LANGLEY, A.: « The strategic plan as a genre, » Discourse & Communication, 6(1), 2012 (48-81).

FENTON, C., LANGLEY, A.: « Strategy as practice and the narrative turn, » Organization Studies, 32(9), 2011, (1171-1196).

ABDALLAH, C., DENIS, J.-L., LANGLEY, A.: « Having your cake and eating it too: Discourses of transcendence and their role in organizational change dynamics, »  Journal of Organizational Change Management, 24(3), 2011, (333-348)

LANGLEY, A., DENIS, J.-L.: « Beyond evidence: The micro-politics of improvement, » BMJ Quality and Safety, 20 (suppl. 1), 2011, i43-i46.

DENIS, J.-L., DOMPIERRE, G., LANGLEY, A., ROULEAU, L.: « Escalating indecision: Between reification and strategic ambiguity, » Organization Science, 22(1), 2011, (225-244).

STENSAKER, I., LANGLEY, A.: “Change management choices and change trajectories in a multidivisional firm,” British Journal of Management, 21(1), 2010, (7-27).

DENIS, J.-L., LANGLEY, A., ROULEAU, L.: « The practice of leadership in the messy world of organizations, » Leadership, 6(1), 2010, (67-88).

DENIS, J.-L., LAMOTHE, L., LANGLEY, A., BRETON, M., GERVAIS, J., TROTTIER, L.-H., CONTANDRIOPOULOS, D., DUBOIS, C.-A.: « The reciprocal dynamics of organizing and sensemaking in the implementation of major public sector reforms, » Canadian Public Administration, 55(2), 2009, (225-248).

LANGLEY, A., DENIS, J.-L.: “Les dimensions négligées du changement organisationnel,” Téléscope: Revue d’analyse comparée en administration publique, 14(3), 2008, (13-32).

LANGLEY, A.: « Process thinking in strategic organization, » Strategic Organization, 5(3), 2007, (271-282).

RODRIGUEZ, R., LANGLEY, A., BÉLAND, F., DENIS, J-L.: “Governance, power and mandated collaboration in an inter-organizational network,” Administration and Society, 39(2), 2007, (150-193).

DENIS, J.-L., LANGLEY, A., ROULEAU, L.: “Strategizing in pluralistic contexts: Rethinking theoretical frames,” Human Relations, 60(1), 2007, (179-215).

LANGLEY, A., ROYER, I.: « Perspectives on doing case study research in organizations, » M@n@gement, 9(3), 2006, (73-86).

DENIS, J.-L., LANGLEY, A., ROULEAU, L.: “The power of numbers in strategizing, » Strategic Organization, 4(4), 2006, (349-377).

LOISEL, P., FALARDEAU, M., BARIL, R., DURAND, M.-J., LANGLEY, A., SAUVÉ S., GERVAIS, J. : “The values underlying team decision making in work rehabilitation for musculoskeletal disorders, ” Disability and Rehabilitation, 27(10), 2005, (561-569).

GUÉRARD, S., LANGLEY, A.: “Structure et processus dans une « Agence de développement de réseaux locaux de services de santé et de services sociaux » : des problèmes et un diagnostic? » Revue internationale de cas en gestion, 3(3), 2005.

CONTANDRIOPOULOS, D., DENIS, J.-L., LANGLEY, A.: “Defining the public in a public health care system,” Human Relations, 57(12), 2004, (1573-1596).

CONTANDRIOPOULOS, D., DENIS, J.-L., LANGLEY, A., VALETTE, A.: “Governance structures and political processes in a public system,” Public Administration, 82(3), 2004, (627-255).

COMTOIS, E., DENIS, J.-L., LANGLEY, A.: “Rhetorics of efficiency, fashion and politics: Hospital mergers in Quebec,” Management Learning, 35(3), 2004, (303-320).

LANGLEY, A., DENIS, J.-L., LAMOTHE, L.: “Process research in health care: Towards three dimensional learning,” Policy and Politics, 31(2), 2003, (181-192).

LOZEAU, D., LANGLEY, A., DENIS, J-L.: “The corruption of managerial techniques by organizations,” Human Relations, 55(5), 2002, (537-564).

DENIS, J.-L., HÉBERT, Y., LANGLEY, A., LOZEAU, D., TROTTIER, L.H.: “Explaining diffusion patterns for complex health care innovations,” Health Care Management Review, 27(3), 2002, (60-73).

DENIS, J.-L., LAMOTHE, L., LANGLEY, A.: « The dynamics of collective leadership and strategic change in pluralistic organizations, » Academy of Management Journal, 44(4), 2001, (809-837).

LOZEAU, D., DENIS, J.-L., LANGLEY, A.: “La diffusion d’une innovation portant les germes de son plafonnement: la réutilisation des hémodialyseurs au Québec,” Canadian Public Administration, 44(3), 2001, (292-319).

DENIS, J.-L., LANGLEY, A., PINEAULT, M.: « Becoming a leader in a complex organization, » Journal of Management Studies, 37(8), 2000, (1063-1099).

CONTANDRIOPOULOS, D., DENIS, J.-L., LANGLEY, A., VALETTE, A.: « La regionalizzazione dei servizi sanitari: l’analisi dell’esperienza canadese, » Management ed economia sanitaria, 33, 2000, (111-123)

SICOTTE, H., LANGLEY, A.: « Integration mechanisms and R&D project performance, » Journal of Engineering and Technology Management, 17(1), 2000, (1-37).

DENIS, J-L., LANGLEY, A.: « David Levine et ses hôpitaux, » Revue internationale de gestion, 24(4), Winter 2000, (63-72).

DENIS, J.-L., LAMOTHE, L., LANGLEY, A.: « The struggle to implement teaching hospital mergers, » Canadian Public Administration, 42(3), 1999, (285-311).

CÔTÉ, L., LANGLEY, A., PASQUERO, J.: « Acquisition strategy and dominant logic in an engineering firm », Journal of Management Studies, 36(7), 1999, (919-952).

LANGLEY, A: « Strategies for theorizing from process data, » Academy of Management Review, 24(4), 1999, (691-710).

Chapitres de livre

LANGLEY, A., STENSAKER, I.: “Longitudinal research and analysis,” In The Practice of Qualitative Organizational Research: Core Methods and Current Challenges, (eds. G. Symon, C. Cassell). London: Sage Publications (forthcoming 2011).

LANGLEY, A., GOLDEN-BIDDLE, K., REAY, T., DENIS, J.-L.: “Managing and sustaining change,” In Building Better Health Care Leadership in Canada (eds. J.-L. Denis, T. Sullivan). McGill-Queens University Press, 2011, (84-104).

LANGLEY, A., SLOAN, P.: « Organizational change and dialectic processes, » in Routledge Companion to Organizational Change, (eds. D. Boje, B. Burnes, J. Hassard), London, UK: Routledge, 2011, (261-275).

LANGLEY, A., ABDALLAH, C.: « Templates and turns in qualitative studies of strategy and management, » in Research Methodology in Strategy and Management, Vol. 6 (eds. D. Bergh, D. Ketchen). Bingley, UK: Emerald Group Publishing, 2011, (201-236).

DENIS, J.-L., KISFALVI, K., LANGLEY, A., ROULEAU, L.: « Perspectives on strategic leadership, » In Sage Handbook of Leadership (eds. A. Bryson, D. Collinson, M. Uhl-Bein, K. Grint), London: Sage Publications, 2011: , (71-85).

LANGLEY, A., TSOUKAS, H.: « Introducing Perspectives on Process Organization Studies, » In Process, Sensemaking and Organizing (eds., T. Hernes, S. Maitlis), Perspectives on Process Organization Studies Vol. 1, Oxford, UK: Oxford University Press, 2010, (1-26).

LANGLEY, A.: “The challenge of developing cumulative knowledge about strategy as practice,” Cambridge Handbook of Strategy as Practice, (eds. D. Golsorkhi, L. Rouleau, D. Seidl, E. Vaara), Cambridge, UK: Cambridge University Press, 2010, (91-108).

DENIS, J.L., LAMOTHE, L., LANGLEY, A. “The Dynamics of Collective Leadership and Strategic Change in Pluralistic Organizations”. In Organizing Health Services, (eds. G. Currie, M. Kitchener). London: Sage Publications, 2010

LANGLEY, A.: « Processual case research, » In Sage Encyclopaedia of Case Study Research, Volume 2, (eds. A. Mills, G. Durepos, E. Wiebe), Thousand Oaks, CA: Sage Publications, 2009, (736-740).

LANGLEY, A.: « Temporal bracketing, » In Sage Encyclopaedia of Case Study Research, Volume 2, (eds. A. Mills, G. Durepos, E. Wiebe), Thousand Oaks, CA: Sage Publications, 2009, (919-921).

LANGLEY, A.: “Studying processes in and around organizations,” In Sage Handbook of Organizational Research Methods, (eds. D. Buchanan and A. Bryman), London, UK: Sage Publications, 2009, (409-429).

DENIS, J.-L., LANGLEY, A., ROULEAU, L.: “Repenser le leadership au sein d’organisations publiques,” Le métier de gestionnaire public à l’aube de la gestion par résultats, (ed. B. Mazouz), Québec: Presses de l’Université du Québec, 2008, (207-236).

DENIS, J.-L., LAMOTHE, L., LANGLEY, A., GUÉRARD, S. : “Réforme et gouvernance en santé : l’attrait pour une managérialisation de l’action publique”, Réformes en santé et en justice, (eds. P. Laborier, P. Noreau, M. Rioux, G. Rocher), Québec : Presses de l’Université Laval, 2008, (51-68).

ROYER, I., LANGLEY, A.,: “Linking rationality, politics and routines in organizational decision making,” Oxford Handbook of Organizational Decision Making (eds. W. Starbuck and G. Hodgkinson), Oxford, UK: Oxford University Press, 2008, (250-270).

LANGLEY, A. “Process research,” In Sage Dictionary of Qualitative Management Research (eds. Thorpe, R., Holt, R.), Thousand Oaks: Sage, 2008, (173-176).

DENIS, J.-L., LAMOTHE, L., LANGLEY, A: “Reforming health care: Levers and catalysts for change,” in Innovations in Health Care: A Reality Check (eds. A. Casebeer, A. Harrison, Mark, A.L.), Basingstoke, UK: Palgrave MacMillan, 2006, (3-16).

LANGLEY, A., DENIS, J.-L.: “Neglected dimensions of organizational change: Towards a situated view,” Handbook of Organizational Change and Learning, Bergen: Fagbokforlaget, 2006, (136-161).

CONTANDRIOPOULOS, D., DENIS, J.-L., LANGLEY, A., VALETTE, A.: « Régionaliser pour restructurer au Québec » In L’hôpital en restructuration, (eds. Contradriopoulos, D., Contandriopoulos, A., Denis, J.-L. and Valette, A.), Les Presses de l’Université de Montréal, 2005: 59-80.

CARLIER, P., DENIS, J.-L., LAMOTHE, L., LANGLEY, A.: « Le rôle du dirigeant dans le pilotage de la restructuration hospitalière » In L’hôpital en restructuration, (eds. Contradriopoulos, D., Contandriopoulos, A., Denis, J.-L. and Valette, A.), Les Presses de l’Université de Montréal, 2005: 107-118.

DENIS, J.-L., LANGLEY, A., ROULEAU, L.: “Rethinking leadership in public organizations,” In Oxford Handbook of Public Administration, (eds., E. Ferlie, L. Lynn and C. Pollitt), Oxford University Press, 2005, (446-467).

BAKER, R., GINSBERG, L., LANGLEY, A.: “Information, knowledge, evidence and organizational decision making,” In Using Knowledge and Evidence in Health Care: Multidisciplinary Perspectives (eds. Champagne, F. and Lemieux-Charles, L.), University of Toronto Press, 2004, (84-114).

RODRIGUEZ, R., LANGLEY, A., BÉLAND, F., DENIS, J-L.: “Managing across boundaries in health care: Forces for change and inertia,” In Managing Boundaries in Organizations: Multiple Perspectives, (eds. Paulsen, N. and Hernes, T.), Basingstoke, UK: Palgrave Macmillan, 2003, (147-168).

CONTANDRIOPOULOS, D., DENIS, J.-L, LANGLEY, A.: « What Structures Health Care Reforms? A comparative Analysis of British and Canadian Experiences. » In Health Policy and Economics: Strategic Issues in Health Care Management. (eds. M. Tavakoli, H.T.O. Davies and M. Malek), Aldershot, UK: Ashgate Publishing Ltd., 2001, (219-236)

DENIS, J-L, LAMOTHE, L, LANGLEY, A.: “Fusions et confusions,” in Québec 2001 (ed. R. Côté), Édition Fides, 2000, (334-340).

DENIS, J-L, LAMOTHE, L, LANGLEY, A., VALETTE, A.: « The struggle to redefine boundaries in health care systems, » In Restructuring the Professional Organizations (eds. Brock, D., Hinings, C.R. and Powell, M.), London, UK: Routledge, 1999, (105-130).

Communications publiées

DENIS, J.-L., LANGLEY, A., ROULEAU, L., « Le défi de la formation des stratégies dans les organisations pluralistes: vers de nouvelles avenues théoriques » Actes de la XIIIe conférence le l’Association internationale de management et stratégie Cédérom, June 2004.

LOZEAU, D, DENIS, J-L., LANGLEY, A. : « Mythe d’une controverse et réalité d’un problème : la réutilisation des hémodialyseurs », Actes du congrès de l’Association des sciences administratives du Canada, 22(6), 2001, (1-11).

RODRIGUEZ, R., LANGLEY, A., BÉLAND, F., DENIS, J.-L.: « The Reorientation of Health Care Towards Integrated Delivery in the Montreal Area, » Proceedings of the 7th International Conference on System Science in Health Care, (eds: A. Javor, W. van Eimeren, & G. Duru), Budapest, Hungary, 2000, (206-208).

LANGLEY, A.: « Learning the research craft by researching research, » Administrative Sciences Association of Canada Conference Proceedings, 20(10), 1999, (63-71).

Revues de livres et éditoriaux

CLOUTIER, A. and LANGLEY, A.: Book review: Royston Greenwood, Christine Oliver, Kerstin Sahlin and Roy Suddaby (eds.): The Sage Handbook of Organizational Institutionalism, 2008, London: Sage Publications, 822 pages, Organization Studies, 32(1), 2011, (138-143).

LANGLEY, A.: “Using questionnaires in qualitative interviews,” Invited editorial, Journal of Health Services Research and Policy, 9(3), 2004.

LANGLEY, A.: Book review: Mason, J.: Qualitative researching, London, UK: Sage, Organizational Research Methods, 7(3), 2004, (354-356).

LANGLEY, A.: Book review: Bartunek, J.: Organizational and Educational Change: The Life and Role of a Change Agent Group, Lawrence Erlbaum Associates, 2003, Administrative Science Quarterly, 48(2), 2003, (306-308)

DENIS, J.-L., LANGLEY, A.: “Introduction to Forum on diffusion and adoption of health care innovations,” Health Care Management Review, 27(3), 2002, (32-34).

DENIS, J.-L., LANGLEY, A.: “Faut-il changer notre façon de changer?” Gestion, 27(3), 2002, (151-152).

LANGLEY, A.: Book review: McSwite, O.C.: Legitimacy in Public Administration. Sage, 1997, Administrative Science Quarterly, 45(1), 2000, (177-180).

LANGLEY, A: Book review: Walsh, K., Deakin, N., Smith, P., Spurgeon, P. and Thomas, N. Contracting for Change, Oxford, UK: Oxford University Press, 1997, Administrative Science Quarterly, 44(4), 1999, (824-826).