Reay, T., Zilber, T. Langley, A. & Tsoukas H. (Eds.) forthcoming. Institutions and Organizations: A process view, (Vol. 9 Perspectives on Process Organization Studies), Oxford, UK: Oxford University Press.
Farjoun, M., Smith, W., Langley, A. & Tsoukas, H. (Eds.) 2018. Dualities, dialectics and paradoxes in organizational life, (Vol. 8 Perspectives on Process Organization Studies), Oxford, UK: Oxford University Press, 256 pp.
Lewis, M., Smith, W., Jarzabkowski, P. & Langley, A. (Eds.) 2017. Oxford Handbook of Organizational Paradox: Approaches to Plurality, Tensions and Contradictions, Oxford, UK: Oxford University Press, 624 pp.
Sandberg, J., Rouleau, L., Langley, A. (<), & Tsoukas, H. (Eds.) 2017. Skillful Performance: Enacting Expertise, Competence, and Capabilities in Organizations, (Vol. 7 Perspectives on Process Organization Studies), Oxford, UK: Oxford University Press, 320 pp.
Garud, R., Simpson, B., Langley, A., & Tsoukas, H. (Eds.). 2015. The Emergence of Novelty in Organizations. (Vol. 5, Perspectives on Process Organization Studies). Oxford, UK: Oxford University Press, 366 pp.
Cooren, F., Vaara, E., Langley, A., & Tsoukas, H. (Eds.). 2014. Language and Communcation at Work: Discourse, Narrativity and Organizing (Vol. 4, Perspectives on Process Organization Studies). Oxford, UK: Oxford University Press, 376 pp.
Carlile, P. R., Nicolini, D., Langley, A., & Tsoukas, H. (Eds.). 2013. How Matter Matters: Objects, Artifacts, and Materiality in Organization Studies. (Vol. 3, Perspectives on Process Organization Studies). Oxford, UK: Oxford University Press, 320 pp.
Schultz, M., Maguire, S., Langley, A., & Tsoukas, H. (Eds.). 2012. Constructing Identity in and around Organizations. (Vol. 2, Perspectives on Process Organization Studies). Oxford, UK: Oxford University Press, 336 pp.
Johnson, G., Langley, A., Melin, L., & Whittington, R. 2007. Strategy as Practice: Research Directions and Resources. Cambridge, UK: Cambridge University Press, 244 pp.
Lines, R., Stensaker, I. G., Langley, A., & Denis, J.-L. (Eds.). 2006. New Perspectives on Organizational Change and Learning. Bergen, Norway: Fagbokforlaget, 472 pp.
Comeau-Vallée, M. & Langley, A. (forthcoming). The interplay of inter and intra-professional boundary work in multidisciplinary teams, accepté pour publication dans Organization Studies.
Dionne, K.-E., Mailhot, C. & Langley, A. 2019. Modeling the evaluation process in a public controversy, Organization Studies, 40(5): 651-679.
Basque, J. & Langley, A. 2018. Invoking Alphonse: The founder figure as a historical resource for organizational identity work, Organization Studies, 39(12): 1685–1708.
Gehman, J., Glaser, V., Eisenhardt, K.M., Gioia, D., Langley, A., & Corley, K. 2018. Finding theory-method fit: A comparison of three qualitative approaches to theory building, Journal of Management Inquiry, 27(3): 284-300.
Kouamé, S. & Langley, A. 2018. Relating microprocesses to macro-outcomes in qualitative strategy process and practice research, Strategic Management Journal, 39(3): 559–581.
Cloutier, C. & Langley, A. 2017. Negotiating the moral aspects of purpose in single and cross sector collaborations. Journal of Business Ethics, 141(1): 103-131.
Kisfalvi, V., Sergi, V. & Langley, A. 2016. Mastering and mobilizing microdynamics to achieve behavioral integration in top management teams, Long Range Planning, 49(4): 427-446.
Bucher, S. & Langley, A. 2016. The interplay of reflective and experimental spaces in interrupting and reorienting routine dynamics, Organization Science, 27(3): 594-613.
Cloutier, C., Denis, J.-L., Langley, A. & Lamothe, L. 2016. Agency at the managerial interface: Public sector reform as institutional work. Journal of Public Administration Research and Theory, 26(2): 259-276.
Bucher, S., Chreim, S., Langley, A., Reay, T. 2016. Contestation about collaboration: Discursive boundary work among professions, Organization Studies, 37(4): 497-522.
Mailhot, C., Gagnon, S., Langley, A. & Binette, L.-F. 2016. Distributing leadership across people and objects in a collaborative research project. Leadership, 12(1): 53-85.
Klag, M. & Langley, A. 2014. Critical junctures in strategic planning: Understanding failure to enable success, Organizational Dynamics. 43(4): 274-283.
Gibeau, E.*, Denis, J.-L., Langley, A., Pomey, M.-P. & Van Schendel, N. 2014. Lorsque les médecins deviennent gestionnaires, Gestion, 39(3) : 63-73.
Abdallah, C., & Langley, A. 2014. The double edge of ambiguity in strategic planning. Journal of Management Studies, 51(2): 235-264.
Cloutier C. & Langley, A. 2013. L’écriture en équipe: une double perspective, Revue internationale PME, 26(3-4): 7-12.
Guérard, S., Langley, A. & Seidl, D. 2013. Rethinking the concept of performance in strategy research: Towards a performativity perspective, M@n@gement, 16(5): 566-578.
Cloutier, C., & Langley, A. 2013. The logic of institutional logics: Insights from French pragmatist sociology. Journal of Management Inquiry, 22(4): 360-380.
Chreim, S., Langley, A., Comeau-Vallée, M., Huq, J.-L., & Reay, T. 2013. Leadership as boundary work in healthcare teams. Leadership, 9(2): 201-228.
Langley, A., Smallman, C., Tsoukas, H., & Van de Ven, A. H. 2013. Process studies of change in organization and management: unveiling temporality, activity, and flow. Academy of Management Journal, 56(1): 1-13.
Klag, M. & Langley, A. 2013. Approaching the Conceptual Leap in Qualitative Research. International Journal of Management Reviews, 15(2): 149-166.
Dansou, K. & Langley, A. 2012. Institutional work and the notion of test. M@n@gement, 15(5): 503-527.
Sergi, V., Denis, J. L., & Langley, A. 2012. Opening up perspectives on plural leadership. Industrial and Organizational Psychology, 5(4): 403-407.
Denis, J.-L., Langley, A., & Sergi, V. 2012. Leadership in the plural. Academy of Management Annals, 6(1): 211-283.
Langley, A., Golden-Biddle, K., Reay, T., Denis, J.-L., Hébert, Y., Lamothe, L., & Gervais, J. 2012. Identity struggles in merging organizations Renegotiating the sameness–difference dialectic. Journal of Applied Behavioral Science, 48(2): 135-167, [***JABS 2013 Douglas McGregor Award for the best paper in the journal in 2012].
Klag, M., Giroux, H., Langley, A. 2012. Strategic planning at Saint Francis de Sales Schools, Revue internationale de cas en gestion, 10(2).
Cornut, F., Giroux, H., & Langley, A. 2012. The strategic plan as a genre. Discourse & Communication, 6(1): 21-54.
Fenton, C., & Langley, A. 2011. Strategy as practice and the narrative turn. Organization Studies, 32(9): 1171-1196.
Abdallah, C., Denis, J.-L., & Langley, A. 2011. Having your cake and eating it too: discourses of transcendence and their role in organizational change dynamics. Journal of Organizational Change Management, 24(3): 333-348.
Langley, A., & Denis, J.-L. 2011. Beyond evidence: the micropolitics of improvement. BMJ Quality & Safety, 20(Suppl 1): i43-i46.
Denis, J.-L., Dompierre, G., Langley, A., & Rouleau, L. 2011. Escalating indecision: Between reification and strategic ambiguity. Organization Science, 22(1): 225-244.
Stensaker, I. G., & Langley, A. 2010. Change management choices and trajectories in a multidivisional firm. British Journal of Management, 21(1): 7-27.
Denis, J.-L., Langley, A., & Rouleau, L. 2010. The practice of leadership in the messy world of organizations. Leadership, 6(1): 67-88.
Denis, J. L., Lamothe, L., Langley, A., & Stéphane, G. 2010. Reforma y gobernanza en salud: el atractivo del gerenciamiento en la acción pública; Governance and health: the rise of the managerialism in public sector reform. Revista de salud pública, 12(supl. 1): 105-122.
Denis, J. L., Lamothe, L., Langley, A., Breton, M., Gervais, J., Trottier, L. H., Contandriopoulos, D., & Dubois, C. A. 2009. The reciprocal dynamics of organizing and sense‐making in the implementation of major public‐sector reforms. Canadian Public Administration, 52(2): 225-248.
Langley, A., & Denis, J.-L. 2008. Les dimensions négligées du changement organisationnel. Téléscope, 14: 13-32.
Guérard, S. & Langley, A.. 2008. Jeux et enjeux dans l’implantation du Programme québécois de dépistage du cancer du sein, Revue internationale de cas en gestion, 6(1).
Langley, A. 2007. Process thinking in strategic organization. Strategic Organization, 5(3): 271-282.
Rodríguez, C., Langley, A., Béland, F., & Denis, J.-L. 2007. Governance, power, and mandated collaboration in an interorganizational network. Administration & Society, 39(2): 150-193.
Denis, J. L., Langley, A., & Rouleau, L. 2007. Strategizing in pluralistic contexts: Rethinking theoretical frames. Human Relations, 60(1): 179-215.
Langley, A., & Royer, I. 2006. Perspectives on doing case study research in organizations. M@n@gement, 9(3): 81-94.
Loisel, P., Falardeau, M., Baril, R., Jose-Durand, M., Langley, A., Sauve, S., & Gervais, J. 2005. The values underlying team decision-making in work rehabilitation for musculoskeletal disorders. Disability & Rehabilitation, 27(10): 561-569.
Guérard, S. & Langley, A. 2005. 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).
Contandriopoulos, D., Denis, J.-L., & Langley, A. 2004. Defining the ‘public’ in a public healthcare system. Human Relations, 57(12): 1573-1596.
Contandriopoulos, D., Denis, J. L., Langley, A., & Valette, A. 2004. Governance structures and political processes in a public system: lessons from Quebec. Public Administration, 82(3): 627-655.
Comtois, E., Denis, J.-L., & Langley, A. 2004. Rhetorics of Efficiency, Fashion and Politics Hospital Mergers in Quebec. Management Learning, 35(3): 303-320.
Langley, A., Denis, J.-L., & Lamothe, L. 2003. Process research in healthcare: towards three-dimensional learning. Policy & Politics, 31(2): 195-206.
Lozeau, D., Langley, A., & Denis, J. L. 2002. The corruption of managerial techniques by organizations. Human Relations, 55(5): 537-564.
Denis, J.-L., Hébert, Y., Langley, A., Lozeau, D., & Trottier, L.-H. 2002. Explaining diffusion patterns for complex health care innovations. Health Care Management Review, 27(3): 60-73.
Denis, J.-L., Lamothe, L., & Langley, A. 2001. The dynamics of collective leadership and strategic change in pluralistic organizations. Academy of Management Journal, 44(4): 809-837.
Lozeau, D., Denis, J. L., & Langley, A. 2001. La diffusion d’une innovation portant les germes de son plafonnement: la réutilisation des hémodialyseurs au Québec. Canadian Public Administration, 44(3): 292-319.
Jean-Louis, D., & Langley, A. 2000. David Levine et ses hopitaux. Gestion, 24(4): 63-72.
Denis, J. L., Langley, A., & Pineault, M. 2000. Becoming a leader in a complex organization. Journal of Management Studies, 37(8): 1063-1100.
Contandriopoulos, D., Denis, J.-L., Langley, A., Valette, A. 2000. La regionalizzazione dei servizi sanitari: l’analisi dell’esperienza canadese, Management ed economia sanitaria, 33: 111-123.
Sicotte, H., & Langley, A. 2000. Integration mechanisms and R&D project performance. Journal of Engineering and Technology Management, 17(1): 1-37.
Côté, L., Langley, A., & Pasquero, J. 1999. Acquisition strategy and dominant logic in an engineering firm. Journal of Management Studies, 36(7): 919-952.
Langley, A. 1999. Strategies for theorizing from process data. Academy of Management Review, 24(4): 691-710.
Langley, A. 1999. Quand tout semble si simple…, Gestion, 23(4): 59-60.
Denis, J. L., Lamothe, L., & Langley, A. 1999. The struggle to implement teaching‐hospital mergers. Canadian Public Administration, 42(3): 285-311.
Abdallah, C., Lusiani, M. & Langley, A. forthcoming. Performing process research, In B. Boyd, T.R. Crook, J. Lê & A. Smith (Eds.) Research Methodology in Strategy and Management, London, UK: Emerald Publishing.
Langley, A. & Ravasi, D. forthcoming. Visual artifacts as tools for analysis and theorizing, In T. Zilber, J. M. Amis, & J. Mair (Eds.) Research in the Sociology of Organizations, 55, Bingley, UK: Emerald Publishing.
Langley, A. 2017. Blind alleys and untold stories in qualitative research, In R. Mir & S. Jain (Eds.) Routledge Companion to Qualitative Research in Organization Studies: 465-477. London, UK: Routledge.
Mailhot, C. & Langley, A. 2017. Commercializing academic knowledge in a business school: Orders of worth and value assemblages, In C. Cloutier, J.-P. Gond & B. Leca (Eds.) Research in the Sociology of Organizations, 52: 241-269. Bingley, UK: Emerald Publishing.
Sergi, V., Denis, J.-L., & Langley, A. 2016. Beyond the hero-leader: Leadership by collectives, In J. Storey, K. J. Hartley, J.-L. Denis, P.T. Hart & D. Ulrich (Eds.) Routledge Companion to Leadership: 35-51. London, UK: Routledge.
Gibeau, E., Reid, W., & Langley, A. 2016. Co-leadership: contexts, configurations and conditions, In J. Storey, K. J. Hartley, J.-L. Denis, P.T. Hart & D. Ulrich (Eds.) Routledge Companion to Leadership: 225-240. London, UK: Routledge.
Sergi, V., Comeau-Vallée, M., Lusiani, M., Denis, J.-L., & Langley, A. 2016. Plural leadership in healthcare organizations: Forms, potential and challenges, In E. Ferlie, K. Montgomery & A.R. Pedersen (Eds.), Oxford Handbook of Health Care Management: 210-230. Oxford, UK: Oxford University Press.
Le Gall, V., & Langley, A. 2015. An abductive approach to investigating trust development in strategic alliances. In F. Lyon, G. Möllering & M.N.K. Saunders (Eds.), Handbook of Research Methods on Trust: 36-45. Cheltenham: Edward Elgar.
Langley, A. 2015. The ongoing challenge of developing cumulative knowledge about strategy as practice. In D. Golsorkhi, L. Rouleau, D. Seidl & E. Vaara (Eds.), Cambridge Handbook of Strategy as Practice: 111-127. Cambridge, UK: Cambridge University Press.
Langley, A., & Lusiani, M. 2015. Strategic planning as practice. In D. Golsorkhi, L. Rouleau, D. Seidl & E. Vaara (Eds.), Cambridge Handbook of Strategy as Practice: 555-572. Cambridge, UK: Cambridge University Press.
Empson, L., & Langley, A. 2015. Leadership and professionals. In L. Empson, L., D. Muzio, D., J. Broschak & C.R. Hinings (Eds.), Oxford Handbook of Professional Service Firms: 163-188, Oxford, UK: Oxford University Press.
Langley, A., & Stensaker, I. 2012. Longitudinal research and analysis. In G. Symon, & C. Cassell (Eds.), Qualitative Organizational Research: Core Methods and Current Challenges: 149-167. London, UK: Sage Publications.
Kohn, M.K., Berta, W., Langley, A. & Davis, D. 2012. Evidence-based decision making in health care settings: From theory to practice. In J.-D. Blair & M. Fottler (Eds.), Biennial Review of Health Care Management (Vol. 11, Advances in Health Care Management): 215-234. Bingley, UK: Emerald Group Publishing.
Langley, A., Golden-Biddle, K., Reay, T. & Denis, J.-L. 2011. Managing and sustaining change. In Denis, J.-L. & Sullivan, T. (Eds.), Building Better Health Care Leadership in Canada: 84-104, McGill-Queens University Press.
Langley, A. & Sloan, P. 2011. Organizational change and dialectic processes. In Boje, D., Burnes, B. & Hassard, J. (Eds.), Routledge Companion to Organizational Change: 261-275, London, UK: Routledge.
Langley, A., & Abdallah, C. 2011. Templates and turns in qualitative studies of strategy and management. In D. Bergh, & D. Ketchen (Eds.), Research Methodology in Strategy and Management, Vol. 6: 201-235. Bingley, UK: Emerald Publishing Group.
Denis, J.-L., Kisfalvi, V., Langley, A., & Rouleau, L. 2011. Perspectives on strategic leadership. In A. Bryson, D. Collinson, M. Uhl-Bien, & K. Grint (Eds.), Sage Handbook of Leadership: 71-85. London, UK: Sage Publications.
Langley, A., & Tsoukas, H. 2010. Introducing perspectives on process organization studies. In T. Hernes, & S. Maitlis (Eds.), Process, sensemaking, and organizing, Vol. 1, Perspectives on Process Organization Studies: 1-26. Oxford, UK: Oxford University Press.
Denis, J.L., Lamothe, L., Langley, A. 2010. The Dynamics of Collective Leadership and Strategic Change in Pluralistic Organizations. In Currie, G. & Kitchener, M. (Eds.). Organizing Health Services, London: Sage Publications, 2010.
Langley, A. 2010. The challenge of developing cumulative knowledge about strategy as practice. In D. Golsorkhi, L. Rouleau, D. Seidl, & E. Vaara (Eds.), Cambridge Handbook of Strategy as Practice, 91-106. Cambridge, UK: Cambridge University Press.
Langley, A. 2009. Processual case research. In Mlles, A., Durepos, G. & Wiebe, E. (Eds.), Sage Encyclopaedia of Case Study Research, Vol. 2, 736-740. Thousand Oaks, CA: Sage Publications.
Langley, A. 2009. Temporal Bracketing. In Mlles, A., Durepos, G. & Wiebe, E. (Eds.), Sage Encyclopaedia of Case Study Research, Vol. 2, 919-921. Thousand Oaks, CA: Sage Publications.
Langley, A. 2009. Studying processes in and around organizations. In D. Buchanan, & A. Bryman (Eds.), Sage Handbook of Organizational Research Methods: 409-429. London, UK: Sage Publications.
Denis, J.-L., Langley, A. & Rouleau, L. 2008. Repenser le leadership au sein d’organisations publiques. In Mazouz, B. (Ed.), Le métier de gestionnaire public à l’aube de la gestion par résultats: 207-236. Québec: Presses de l’Université du Québec.
Denis, J.-L., Lamothe, L., Langley, A. & Guérard, S. 2008. Réforme et gouvernance en santé : l’attrait pour une managérialisation de l’action publique, Réformes en santé et en justice: 51-68. Québec : Presses de l’Université Laval.
Royer, I., & Langley, A. 2007. Linking Rationality, Politics and Routines in Organizational Decision Making. Part III. In W. Starbuck, & G. Hodgkinson (Eds.), Oxford Handbook of Organizational Decision Making: 250-270. Oxford, UK: Oxford University Press.
Langley, A. 2008. Process research. In Thorpe, R. & Holt R. (Eds.), Sage Dictionary of Qualitative Management Research: 173-176. Thousand Oaks, CA: Sage Publications.
Denis, J.-L., Lamothe, L. & Langley, A. 2006. Reforming health care: Levers and catalysts for change. In Casebeer, A., Harrison, A., Mark, A.L. (Eds.), Innovations in Health Care: A Reality Check: 3-16. Basingstoke, UK: Palgrave MacMillan.
Langley, A. & Denis, J.-L. 2006. Neglected dimensions of organizational change: Towards a situated view. In Lines, R., Stensaker, I. & Langley, A. (Eds.), Handbook of Organizational Change and Learning: 136-161. Bergen, Norway: Fagbokforlaget.
Contandriopoulos, D., Denis, J.-L., Langley, A. & Valette, A. 2005. Régionaliser pour restructurer au Québec. In Contrandriopoulos, D., Contandriopoulos, A., Denis, J.-L. & Valette, A. (Eds.), L’hôpital en restructuration: 59-80. Montréal: Les Presses de l’Université de Montréal.
Carlier, P., Denis, J.-L., Lamothe, L. & Langley, A. 2005. Le rôle du dirigeant dans le pilotage de la restructuration hospitalière. In Contrandriopoulos, D., Contandriopoulos, A., Denis, J.-L. & Valette, A. (Eds.), L’hôpital en restructuration: 107-118. Montréal: Les Presses de l’Université de Montréal.
Denis, J.-L., Langley, A., & Rouleau, L. 2005. Rethinking leadership in public organizations. In E. Ferlie, L. Lynn, & C. Pollitt (Eds.), Oxford Handbook of Public Management: 446-467.
Baker, G. R., Ginsburg, L., & Langley, A. 2004. An organizational science perspective on information, knowledge, evidence and organizational decision-making. In F. Champagne, & L. Lemieux-Charles (Eds.), Using Knowledge and Evidence in Health Care: Multidisciplinary Perspectives on Evidence-Based Decision-Making in Health Care: 86-114.
Rodríguez, C., Langley, A., Béland, F., & Denis, J.-L. 2003. Managing across boundaries in health care: The forces for change and inertia. In N. Paulsen, & T. Hernes (Eds.), Managing Boundaries in Organizations: Multiple Perspectives: 147-168. Basingstoke, UK: Palgrave-Macmillan.
Contandriopoulos, D., Denis, J.-L & Langley, A. 2001. What Structures Health Care Reforms? A comparative Analysis of British and Canadian Experiences. In Tavakoli, M., Davies, H.T.O. & Malek, M. (Eds.), Health Policy and Economics: Strategic Issues in Health Care Management: 219-236. Aldershot, UK: Ashgate Publishing Ltd.
Denis, J-L, Lamothe, L. & Langley, A. 2000. Fusions et confusions. In Côté, R. (Ed.), Québec 2001: 334-340. Montréal: Édition Fides.
Denis, J. L., Lamothe, L., Langley, A., & Valette, A. 1999. The struggle to redefine boundaries in health care systems. In B. D., P. M., & H. C.R. (Eds.), Restructuring the Professional Organization: 105-130. London, UK: Routledge.
Chreim, C.. Langley, A., Reay, T., Comeau-Vallée, M. & Huq, J.-L. 2012. Leadership as boundary management in interprofessional health care teams. Academy of Management Best Paper Proceedings, doi: 10.5465/AMBPP.2012.94 (published on line).
Denis, J.-L., Langley, A. & Rouleau, L. 2004. 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.
Lozeau, D., Denis, J-L. & Langley, A. 2001. 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): 1-11.
Rodriguez, R., Langley, A., Béland, F. & Denis, J.-L. 2000. The Reorientation of Health Care Towards Integrated Delivery in the Montreal Area. In Javor, A., van Eimeren, W. & Duru, G. (Eds.), Proceedings of the 7th International Conference on System Science in Health Care, Budapest, Hungary.
Langley, A. 1999. Learning the research craft by researching research. Administrative Sciences Association of Canada Conference Proceedings, 20(10): 63-71.
David, R., Dowell, G., Langley, A., Rowley, T.J. 2018. News and announcements from the coeditors. Strategic Organization, 16(1): 3-5.
David, R., Langley, A., Rowley, T.J., Verona, G. 2017. News and announcements from the coeditors. Strategic Organization, 15(1): 3-5.
Vermeulen, P.A.M., Zietsma, C., Greenwood, R. & Langley, A.: Strategic responses to institutional complexity (Introduction to the special issue), Strategic Organization, 14(4): 277-286.
David, R., Felin, T., Langley, A., Rowley, A. & Verona, G. 2016. News and announcements from the coeditors. Strategic Organization, 14(1): 3-5.
Coff, R., Felin, T., Langley, A. & Rowley, T.J. 2015. Editorial: More SO! In 2015. Strategic Organization, 13(1): 3-5.
Coff, R., Langley, A. & Rowley, T.J. 2012. Meet the new boss(es). Strategic Organization, 10(1): 3-5.
Langley, A. 2011. Préface, In Aubry, M. & Lièvre, P. (Eds.), Gestion de projet et expéditions polaires: Que pouvons-nous apprendre? VII-IX, Québec: Presses de l’Université du Québec.
Cloutier, A. & Langley, A. 2011. Book review: Royston Greenwood, Christine Oliver, Kerstin Sahlin and Roy Suddaby (eds.): Sage Handbook of Organizational Institutionalism, 2008, London: Sage Publications, 822 pages, Organization Studies, 32(1): 138-143.
Langley, A. 2004. Using questionnaires in qualitative interviews, Invited editorial, Journal of Health Services Research and Policy, 9(3).
Langley, A. 2003. 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): 306-308.
Denis, J.-L. & Langley, A. 2002. Introduction to Forum on diffusion and adoption of health care innovations, Health Care Management Review, 27(3): 32-34.
Denis, J.-L. & Langley, A. 2002. Faut-il changer notre façon de changer? Gestion, 27(3): 151-152.
Langley, A. 2000. Book review: McSwite, O.C.: Legitimacy in Public Administration. Sage, 1997, Administrative Science Quarterly, 45(1): 177-180.
Langley, A. 1999. 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): 824-826.