Dr Patrick Dawson
Patrick Dawson is a Professor of Change, Innovation and Creativity at the University of Adelaide and an Emeritus Professor at the University of Aberdeen. With an extensive publication list of over 60 refereed journal articles, 12 books, 50 book chapters he is an international leader in management research. His reputation has led to frequent invites to chair conference streams as well as regular keynote speaking appearances and he has worked on the Editorial Board of several learned journals. In 2005, he was awarded the ongoing position of Distinguished Member of the Australian and New Zealand Academy of Management and he has held Visiting Professorships at Lund University, Roskilde University and the Danish Technical University, an Adjunct Professorship at Monash University and was holder of the Salvesen Chair of Management at the University of Aberdeen.
Patrick holds a PhD in industrial sociology from the University of Southampton and during his early career worked at the University of Surrey and the University of Edinburgh. He moved to Australia in the 1980s where he took up a position at the University of Adelaide. In studying change in UK, Australian and New Zealand based organizations, Patrick has worked on a number of Australian Research Council (ARC) and Economic and Social Research Council (ESRC) funded projects in collaboration with scholars at other universities. He has examined change and innovation in a number of organizations including: Pirelli Cables, BHP Billiton, Royal Dutch Shell, British Rail, British Aerospace, General Motors, Hewlett Packard, TNT and the CSIRO.
My main research interests centre on organizational change, time and temporality, creativity and innovation.
Underpinning my research and theoretical development has been the refinement and elaboration of a process approach to understanding change. This perspective originally formulated in my 1994 book Organizational Change: A Processual Approach promotes the importance of viewing change as a non-linear dynamic rather than as a simple progressive series of stages commonly advocated in the mainstream literature. The approach stresses the importance of examining movements as-they-occur from a current position (when possible at the initial conception of a need to change) through processes of change (the planning and implementation of change) to a period of review and evaluation (a post-change period). Examining changes as-they-happen is central in building knowledge of complex change processes rather than linear models that focus on after-the-event accounts. Data are collected throughout these processes from stakeholders and employees at all levels (not just management) and examined within a broader contextual frame that takes account of the past (historical and retrospective analyses) and the future (analyses of future expectations before and after the event), as well as the current ongoing processes of change (Dawson, 2013: 252). It is based on the assumption that change is complex and at times chaotic (Alvesson & Sveningsson, 2016). It recognizes that the unplanned, unforeseen and unexpected will occur and that consequently, organizational change should not be reduced to a list of simple sequential steps (Dawson, 1994).
This processual perspective highlights the importance of temporality and context (the history and culture of organizations), political processes, power plays and decision-making that engages people in negotiations, in communications that may be misinterpreted or reinterpreted in various ways that create further uncertainties, ambiguities and confusion. It spotlights how forms of ‘equivocality’ (where multiple interpretations exists) may be progressively resolved through collective sensemaking processes, whilst also sustaining conflicting interpretations between different groups that may be further reinforced through processes of change (Dawson, 2003). Attention is given to the temporal reconstitution of practices (management strategy, change interventions and workplace reconfigurations) and how people give and make sense of the way social and material processes, activities and actions unfold over time (Dawson and Skykes, 2016). In short, change is viewed as a complex, dynamic, non-linear, temporal process.
Alvesson, M, & Sveningsson, S. (2016) Changing Organizational Culture: Cultural Change Work in Progress. Abingdon, Oxon: Routledge. Dawson, P. (1994) Organizational Change: A Processual Approach. London: Paul Chapman Publishing. Dawson, P. (2003) Reshaping Change: A Processual Perspective. London: Routledge. Dawson, P. and Sykes, C. (2016) Organizational Change and Temporality: Bending the Arrow of Time. New York: Routledge.
|2017||McLoughlin, I. & Dawson, P. (2017). ‘Howzat’—how do artefacts without matter, matter? The case of decision review systems in professional cricket. New Technology, Work and Employment, 32, 2, 131-145.
|2016||Banna, S., Hasan, H. & Dawson, P. (2016). Understanding the diversity of user requirements for interactive online health services. International Journal of Healthcare Technology and Management, 15, 3, 253-271.
|2016||Pattinson, S., Preece, D. & Dawson, P. (2016). In search of innovative capabilities of communities of practice: a systematic review and typology for future research. Management Learning, 47, 5, 506-524.
|2015||Dawson, P. (2015). In search of freedom: legacies of management innovations for the experience of work and employment. Employment Relations Record, 15, 1, 4-26.|
|2014||Dawson, P. (2014). Temporal practices: time and ethnographic research in changing organizations. Journal of Organizational Ethnography, 3, 2, 130-151.
|2014||Dawson, P., Sykes, C., McLean, P., Zanko, M. & Marciano, H. (2014). Stories affording new pathways: bridging the divide between aged and disability care. M. Flory and Eduard Bonet (Ed.). Journal of Organizational Change Management, 27, 5, 819-838.
|2014||Dawson, P. (2014). Reflections: on time, temporality and change in organizations. Journal of Change Management, 14, 3, 285-308.
|2013||Dawson, P. & McLean, P. (2013). Miners' tales: stories and the storying process for understanding the collective sensemaking of employees during contested change. Group and Organization Management, 38, 2, 198-229.
|2012||Oke, A. & Dawson, P. (2012). The role of socio-cultural norms in the experience of workplace stress: an empirical study of bank employees in Nigeria. International Journal of Management, 29, 1, 314-331.|
|2012||Zanko, M. & Dawson, P. (2012). Occupational health and safety management in organizations: a review. International Journal of Management Reviews, 14, 3, 328-344.
|2011||Dawson, P., Farmer, J. & Thomson, E. (2011). The power of stories to persuade: the storying of midwives and the financial narratives of central policy makers. Journal of Management and Organization, 17, 2, 146-164.
|2011||Daniel, L. & Dawson, P. (2011). The sociology of innovation and new biotechnologies. New Technology Work and Employment, 26, 1, 1-16.
|2011||Charles, K. & Dawson, P. (2011). Dispersed change agency and the improvisation of strategies during processes of change. Journal of Change Management, 11, 3, 329-351.
|2010||Dawson, P. & Spedding, T. (2010). Simulation modelling and strategic change: Creating the sustainable enterprise. Australasian Journal of Information Systems, 16, 2, 71-80.|
|2010||Dawson, P. & Daniel, L. (2010). Understanding social innovation: A provisional framework. International Journal of Technology Management, 51, 1 Sp Iss, 9-21.
|2009||Dawson, P. M. & Zanko, M. (2009). Cultural issues in organizational change: the case of the Australian Services Union. Employment Relations Record, 9, 1, 19-41.|
|2008||Baines, T., Ball, P., Cooper, S., Dawson, P., Wilkinson, S., Woods, M. & Kay, J. (2008). An exploration of policies and practices used to showcase production facilities. Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture, 222, 9, 1181-1188.
|2007||Skordoulis, R. & Dawson, P. (2007). Reflective decisions: The use of Socratic dialogue in managing organizational change. Management Decision, 45, 6, 991-1007.
|2007||Buchanan, D. & Dawson, P. (2007). Discourse and Audience: Organizational Change as Multi-Story Process. Journal of Management Studies, 44, 5, 669-686.
|2007||Farmer, J., Dawson, P., Martin, E. & Tucker, J. (2007). Rurality, remoteness and the change process: Evidence from a study of maternity services in the north of Scotland. Health Services Management Research, 20, 1, 59-68.
|2007||Mahdi, M. & Dawson, P. (2007). The introduction of information technology in the commercial banking sector of developing countries: Voices from Sudan. Information Technology and People, 20, 2, 184-204.
|2006||Mahdi, M. & Dawson, P. (2006). Technology policy and change in developing economies: advancing a banking strategy for world developments. International Journal of Technology, Policy and Management, 6, 3, 256-273.
|2006||Skordoulis, R. & Dawson, P. M. (2006). The Acropolis of change: the Socratically reflective employee?. International Journal of Applied Management, 2, 3, 1-21.|
|2005||Dawson, P. (2005). Changing manufacturing practices: An appraisal of the processual approach. Human Factors and Ergonomics In Manufacturing, 15, 4, 385-402.
|2005||Dawson, P. (2005). The way it really happened: competing narratives in the political process of technological change. S. Clegg & M. Haugaard (Eds.). Human Relations, 58, 7, 845-864.
|2003||Dawson, P. & Huang, J. (2003). Reconfiguration in the context of BPR. International Journal of Internet and Enterprise Management, 1, 4, 373-373.
|2003||Badham, R., Garrety, K., Morrigan, V., Zanko, M. & Dawson, P. (2003). Designer Deviance: Enterprise and Deviance in Culture Change Programmes. Organization, 10, 4, 707-730.
|2003||Dawson, P., Preece, D. & McLoughlin, I. (2003). From Essex to Cyberspace: Virtual Organisational Reality and Real Organisational Virtuality. Labour & Industry: a journal of the social and economic relations of work, 14, 1, 73-89.
|2003||Dawson, P. (2003). Organisational change stories and management research: Facts or fiction. Journal of Management and Organization, 9, 3, 37-49.
|2002||Dawson, P. & Gunson, N. (2002). Technology and the politics of change at work: The case of Dalebake Bakeries. New Technology, Work and Employment, 17, 1, 35-45.
|2001||Panteli, N. & Dawson, P. (2001). Video conferencing meetings: Changing patterns of business communication. New Technology, Work and Employment, 16, 2, 88-99.
|2001||Atkins, M. & Dawson, P. (2001). The Virtual Organization: Emerging Forms of ICT-Based Work Arrangements. Journal of General Management, 26, 3, 41-52.
|2001||Dawson, P. & Jensen, P. (2001). Working environment and technological development: The Danish experience. Human Factors and Ergonomics In Manufacturing, 11, 2, 81-87.
|2001||Dawson, P. (2001). Contextual shaping in the origination, implementation and uptake of manufacturing cells. Integrated Manufacturing Systems, 12, 4, 296-305.
|2001||Dawson, P. & Jensen, P. (2001). The professional working environment consultant - A new actor in the health and safety arena. Human Factors and Ergonomics In Manufacturing, 11, 2, 159-172.
|2000||Dawson, P. (2000). Technology, work restructuring and the orchestration of a rational narrative in the pursuit of 'management objectives': The political process of plant-level change. Technology Analysis and Strategic Management, 12, 1, 56-58.|
|2000||Dawson, P., Clausen, C. & Nielsen, K. (2000). Political processes in management, organization and the social shaping of technology. Technology Analysis and Strategic Management, 12, 1, 13-15.|
|2000||Dawson, P., Drinkwater, R., Gunson, N. & Atkins, M. (2000). Computer-Mediated Communication and the Virtual Workplace: the Social and Political Processes of Change. Labour & Industry: a journal of the social and economic relations of work, 10, 3, 17-36.
|2000||Dawson, P. M. (2000). Telling tales: Restructuring at General Motors. Human Resource Management International Digest, 8, 5, 10-12.|
|1998||Dawson, P. (1998). Australian technology meets American manufacturing: A case study of industrial collaboration. Human Factors and Ergonomics In Manufacturing, 8, 2, 111-123.
|1998||Dawson, P. (1998). The rhetoric and bureaucracy of quality management: A totally questionable method?. Personnel Review, 27, 1, 5-19.|
|1997||Dawson, P. (1997). In at the deep end: Conducting processual research on organisational change. Scandinavian Journal of Management, 13, 4, 389-405.
|1997||Dawson, P. (1997). From technology research to the practice of group-based manufacturing under multi-partner projects. Human Systems Management, 16, 1, 35-42.|
|1996||Dawson, P. (1996). Advanced technology design, people and organization: Experience of Australian industrial collaboration. Integrated Manufacturing Systems, 7, 5, 5-11.
|1996||Dawson, P. (1996). Beyond conventional change models: A processual perspective. Asia Pacific Journal of Human Resources, 34, 2, 57-70.
|1995||Dawson, P. (1995). Redefining human resource management: Work restructuring and employee relations at Mobil Adelaide Refinery. B. D’Netto (Ed.). International Journal of Manpower, 16, 5-6, 47-55.
|1995||Dawson, P. M. (1995). Implementing quality management: some general lessons on managing change. Asia Pacific Journal of Quality Management, 4, 1, 35-46.|
|1995||Dawson, P. (1995). Troubles with TQM -Pirelli Cables Australia Limited. Managing Service Quality: An International Journal, 5, 6, 18-20.
|1994||Dawson, P. M. (1994). Quality management. Asia Pacific Journal of Quality Management, 3, 2, 55-63.|
|1994||Bloor, G. & Dawson, P. (1994). Understanding Professional Culture in Organizational Context. Organization Studies, 15, 2, 275-295.
|1994||Dawson, P. (1994). Quality Management: Beyond the Japanese Model. International Journal of Quality & Reliability Management, 11, 7, 51-59.
|1993||Dawson, P. M. & Palmer, G. (1993). Total quality management in Australian and New Zealand companies: some emerging themes and issues. International Journal of Employment Studies, 1, 1, 115-136.|
|1991||Webb, J. & Dawson, P. (1991). MEASURE FOR MEASURE: STRATEGIC CHANGE IN AN ELECTRONIC INSTRUMENTS CORPORATION*. Journal of Management Studies, 28, 2, 191-192.
|1991||Dawson, P. & Patrickson, M. (1991). Total Quality Management in the Australian Banking Industry. International Journal of Quality & Reliability Management, 8, 5, -.
|1991||Dawson, P. (1991). Lost Managers or Industrial Dinosaurs? A Reappraisal of Front-line Management. Australian Journal of Management, 16, 1, 35-48.
|1991||Dawson, P. (1991). From machine-centered to human-centered manufactured. The International journal of human factors in manufacturing, 1, 4, 327-338.|
|1991||Dawson, P. (1991). The Historical Emergence and Changing Role of the Industrial Supervisor. Asia Pacific Journal of Human Resources, 29, 2, 36-50.
|1990||Dawson, P., Buckland, S. & Gilbert, N. (1990). Expert systems and the public provision of welfare benefit advice. Policy & Politics, 18, 1, 43-54.
|1989||Buckland, S. & Dawson, P. (1989). Household Claiming Behaviour. Social Policy & Administration, 23, 1, 60-71.
|1989||Dawson, P. & Webb, J. (1989). New Production Arrangements: The Totally Flexible Cage?. Work Employment & Society, 3, 2, 221-238.
|1988||Dawson, P. (1988). Intelligent knowledge based systems (IKBS): organisational implications. New Technology, Work and Employment, 3, 1, 56-65.
|1987||Dawson, P. (1987). Computer technology and the job of the First‐Line Supervisor. New Technology, Work and Employment, 2, 1, 47-60.
|1986||Dawson, P. & McLoughlin, I. (1986). COMPUTER TECHNOLOGY AND THE REDEFINITION OF SUPERVISION: A STUDY OF THE EFFECTS OF COMPUTERIZATION ON RAILWAY FREIGHT SUPERVISORS. Journal of Management Studies, 23, 1, 116-132.
|2017||Dawson, P. & Andriopoulos, C. (2017). Managing Change, Creativity and Innovation.|
|2016||Dawson, P. & Sykes, C. (2016). Organizational Change and Temporality Bending the Arrow of Time. Routledge.|
|2014||Dawson, P. & Andriopoulos, C. (2014). Managing Change, Creativity and Innovation. London UK: SAGE Publications Limited.|
|2008||Andriopoulos, C. & Dawson, P. (2008). Managing Change, Creativity and Innovation. SAGE Publications Limited.|
|2003||Dawson, P. (2003). Understanding Organizational Change The Contemporary Experience of People at Work. SAGE.|
|2003||Dawson, P. (2003). Reshaping change: A processual perspective.
|2000||McLoughlin, I., Preece, D. & Dawson, P. (2000). Technology, Organizations and Innovation: The early debates. Taylor & Francis.|
|2000||McLoughlin, I., Preece, D. & Dawson, P. (2000). Technology, Organizations and Innovation: Critical empirical studies. Taylor & Francis.|
|2000||McLoughlin, I., Preece, D. & Dawson, P. (2000). Technology, Organizations and Innovation: Towards 'real virtuality'?. Taylor & Francis.|
|2000||McLoughlin, I., Preece, D. & Dawson, P. (2000). Technology, Organizations and Innovation: Theories, concepts and paradigms. Taylor & Francis.|
|1996||Dawson, P. M. (1996). Technology and Quality: Change in the Workplace. London: International Thomson Business Press.|
|1995||Dawson, P. & Palmer, G. (1995). Quality Management The Theory and Practice of Implementing Change.|
|1994||Dawson, P. (1994). Organizational Change. SAGE Publications Limited.|
|2017||McLoughlin, I. & Dawson, P. (2017). 'Not out'? A sociomaterial perspective on decision review systems in professional cricket. In V. Ratten & J. Ferreira (Eds.), Sport Entrepreneurship and Innovation (pp. 192-208). Abingdon, Oxon: Routledge.
|2017||Scott, J., Dawson, P. & Thompson, J. (2017). Eco-socio innovation: underpinning sustainable entrepreneurship and social innovation. In K. Nicolopoulou, M. Karatas-Ozkan, F. Janssen & J. Jermier (Eds.), Sustainable Entrepreneurship and Social Innovation (pp. 40-56). New York: Routledge Research in Sustainability and Business.
|2016||Dawson, P. (2016). Change bites: Stories from the field. In B. Burnes & J. Randall (Eds.), Perspectives on Change: What Academics, Consultants and Managers Really Think about Change (pp. 51-63). Abingdon, Oxon: Routledge.|
|2013||Dawson, P. M. (2013). The use of time in the design, conduct and write-up of longitudinal processual case study research. In M. E. Hassett & E. Paavilainen-Mäntymäki (Eds.), Handbook of Longitudinal Research Methods in Organisation and Business Studies (pp. 249-268). Cheltenham, Glos; United Kingdom: Edward Elgar Publishing Limited.|
|2012||Dawson, P. (2012). The contribution of the processual approach to the theory and practice of organizational change. In D. Boje, B. Burnes & J. Hassard (Eds.), The Routledge Companion to Organizational Change (pp. 119-132). Routledge.
|2011||Dawson, P. M. & Zanko, M. (2011). Social innovation at work: Sustainable OHS in HRM. In M. Clarke (Ed.), Readings in HRM and Sustainability (pp. 82-99). Prahan Victoria: Tilde University Press.|
|2007||Dawson, P. M. (2007). Change management. In G. Ritzer (Ed.), The Blackwell Encyclopedia of Sociology: Index (pp. 427-431). Blackwell Publisher.|
|2004||Dawson, P. M. (2004). Company change and human resources: In pursuit of flexibility. In R. Wiesner & B. Millet (Eds.), Human Resource Management: Challenges and Future Directions John Wiley & Sons.|
|2003||Dawson, P. (2003). Managing change: Communication and political process. In Key Issues in Organizational Communication (pp. 60-73).
|2003||McLoughlin, I. & Dawson, P. (2003). The mutual shaping of technology and organisation: 'Between Cinema and a Hard Place'. In Technological Change and Organizational Action (pp. 20-36).
|2002||Dawson, P. M. (2002). Changing supervisory relations at work: behind the success stories of Quality Management. In A. Jiju & D. Preece (Eds.), Understanding, Managing, and Implementing Quality Frameworks, Techniques, and Cases (pp. 211-226). London: Routledge.|
|2001||Dawson, P. M. (2001). Organizational change. In J. Wright, N. Smelser & P. Baltes (Eds.), International Encyclopedia of Social and Behavioral Sciences Oxford: Elsevier Science.|
|1999||Dawson, P. M. (1999). Quality management: contextual conditions for continuous improvement?. In C. Clegge, K. Legge & S. Walsh (Eds.), The Experience of Managing; A Skills Guide (pp. 215-225). London: MacMillan.|
|1998||Dawson, P. M. & McLoughlin, I. (1998). Organisational choice in the redesign of supervisory systems. In D. Boddy, J. McCalman & D. Buchanan (Eds.), The New Management Challenge: Information Systems for Improved Performance London: Croom Helm.|
|1998||Dawson, P. M. (1998). Understanding the process of organizational change. In G. O'Neil & R. Kramer (Eds.), Australian Human Resources Management Current Trends in Management Practice (pp. 125-142). Allen & Unwin.|
|1998||Dawson, P. M. (1998). The implications of work restructuring and change. In M. Patrickson & L. Hartmann (Eds.), Managing an Ageing Workforce Warriewood, NSW: Business & Professional Publishing.|
|1997||Dawson, P. M. (1997). Best practice at Adelaide mobile refinery. In E. Carusa (Ed.), The Best Practice Experience Volume 1: Heavy Manufacturing, Mining and Chemical Industries Melbourne: Pitman.|
|1997||Dawson, P. M. (1997). Advanced technology and the development of new forms of work organization. In I. McLoughlin & M. Harris (Eds.), Innovation, Organizational Change and Technology London: International Thomson Business Press.|
|1995||Dawson, P. M. (1995). Managing quality in the mutli-cultural workplace. In A. Wilkinson & H. Willmott (Eds.), Making Quality Critical; New Perspective on Organizational Change (pp. 173-193). London: Routledge.|
|1995||Allan, C. & Dawson, P. M. (1995). The managerial politics of organizational change. In G. Bamber & M. Patrickson (Eds.), Organizational Change Strategies: Case Studies of Human Resource and Industrial Relations Issues|
|1994||Dawson, P. M. (1994). Total quality management. In J. Storey (Ed.), New Wave Manufacturing Strategies Organizational and Human Resource Management Dimensions SAGE.|
|1991||Dawson, P. M. (1991). Cellular manufacturing in hardware fabrication: The case of General Motor's-Holden's Automotive Limited. In S. Petzall & C. Selvarajah (Eds.), Management Case Studies Melbourne: Longman Cheshire.|
|1991||Dawson, P. M. & Webb, J. (1991). Information technology and JIT: The case of Silica Tele Test and production planning. In K. Legge, C. Clegg & N. Kemp (Eds.), Case Studies in Information Technology, People and Organisations Blackwell Pub.|
|1991||Dawson, P. M. (1991). The successful management of change: The case of Central Linen Services South Australia. In S. Petzall & C. Selvarajah (Eds.), Management Case Studies Melbourne: Longman Cheshire.|
|1988||Dawson, P. M. (1988). Information technology and the control function of supervision. In D. Knights & H. Willmott (Eds.), New Technology and the Labour Process (pp. 118-142). Basingstoke: MacMilllan Press.|
- 2011 (June) - 2014 (July): Awarded an ARC (Australian Research Council) Linkage grant with Professor Trevor Spedding (University of Wollongong), Professor Amrik Sohal (University of Monash), Professor Mike Clements (Swinburne University of Technology), and Dr Lisa Daniel (University of Adelaide). Project entitled: Technological innovation and change in supply chain integration. Funding: $161,676 from the ARC and $70,500 from the three industry partners PLUS $180,000 of in-kind support from the industry partners. Cash funding of $232,176 and total funding of $412,176 (£280,160).
- 2010-2011: Funding for research on story-telling in community service organizations in collaboration with Assoc. Prof. Michael Zanko, Dr Peter McLean and Dr Chris Sykes. Project entitled: Social innovation and health: transitioning developments for the intellectually disabled into aged care, grant of $6,740 from the University of Wollongong, Australia.
At Aberdeen University my responsibilities for taught teaching centred on the coordination and delivery of materials for three courses, namely:
- Management of Change and Innovation (Energy MBA and MBA core module)
- Creativity and Change (MBA elective module)
- Understanding Theory and Research on Organizational Change (Consultancy and Change MSc)
Melissa Errey, PhD Candidate, 'The role of the physical body in change management: A Processual Study Using Video Reflexive Ethnography (VRE)'