Flinn, K. and Mowles, C. (2014) A Complexity Approach to Leadership Development: Developing Practical Judgement, Leadership Foundation for Higher Education Stimulus Paper.
Griffin, D. & Stacey, R. (eds.) (2005) Complexity and the Experience of Leading Organizations,London: Routledge.
Herzka, M. and Mowles, C. (2015) Risiko, Unsicherheit und Komplexität: Grenzen des Risikomanagements, in Hongler, H, and Keller, S. (eds) Risiko und Soziale Arbeit. Diskurse, Spannungsfelder, Konsequenzen, Bern: Verlag.
Macintosh, R., MacLean, D., Stacey, R. & Griffin, D. (2006) Complexity and Organization: Readings and conversations, (eds.), London: Routledge ISBN 0-415-35241.
Masua, D., Mowles, C. & Sarra, N., (2019) What we talk about when we talk about leadership in South Sudan. , In : Development in Practice. 30, 1, p. 1-11 11
Mowles, C. (2022) Complexity: a key idea for business and society, London: Routledge.
Mowles, C., Filosof, J., Flinn, K., Mason, P., Culkin, N., Andrews, R. & James, D.Transformational Change in the Higher Education Sector: an inquiry into leadership practice, 15 May 2019, Leadership Foundation for Higher Education.
Mowles, C. (2017) Experiencing uncertainty – on the potential of groups and a group analytic approach for making management education more critical, Management Learning,: pp. 505-519.
Mowles, C. (2017) Group analytic methods beyond the clinical setting – working with researcher-managers, Group Analysis,: pp. 217-236.
Mowles C. (2017) Ralph Stacey: Taking Experience Seriously. In: Szabla D., Pasmore W., Barnes M., Gipson A. (eds) The Palgrave Handbook of Organizational Change Thinkers. Palgrave Macmillan, Cham, pp 1237-1255.
Mowles, C. (2015) Managing in Uncertainty: Complexity and the Paradoxes of Everyday Organisational Life, London: Routledge.
Mowles, C. (2015) The Paradox of Stability and Change: Elias’ Processual Sociology , in Garud, R., Simpson, B., Langley, A., and Tsoukas, H. (Eds) The Emergence of Novelty in Organizations, Oxford Oxford University Press :pp.245-271.
Mowles, C. (2014)Complex, but not quite complex enough: the turn to the complexity sciences in evaluation scholarship, Evaluation, Volume 20, Issue 2: pp. 157 – 172.
Mowles, C. (2013) Evaluation, complexity, uncertainty: theories of change and some alternatives in Wallace, T., Porter, F. and Ralph-Bowman, M. (eds) Aid, NGOs and the reality of women’s lives: a perfect storm, Practical Action Publications
Mowles, C. (2012) Keeping means and ends in view: linking practical judgement, ethics and emergence, Journal of International Development, July Vol 24, Issue 5: 544-555.
Mowles, C. (2011) Rethinking Management: radical insights from the complexity sciences, London: Gower.
Mowles, C. (2011) Planning to innovate: Designing change or caught up in a game, Perspectives in Public Health, Vol 131, No 3, 131: 119.
Mowles, C. (2010) “Successful or not: evidence, emergence and development management”, Development in Practice, Volume 20, Number 7, 757-770.
Mowles, C. (2010) Post-foundational Development Management: Power, Politics and Complexity, Public Administration and Development, Volume 30, issue 2,149-158.
Mowles, C. (2010) “The Practice of Complexity: Review, Change and Service Improvement in an NHS Department”, Journal of Health Organisation and Management, Vol 24, Issue 2.
Mowles, C. (2009) “Consultancy as Temporary Leadership: Negotiating Power in Everyday Practice”, International Journal of Learning and Change, Vol. 3, No. 3: 281-293.
Mowles, C., Stacey R. & Griffin, D. (2008) What contribution can insights from the complexity sciences make to the theory and practice of development management? Journal of International Development Volume 20, Issue 6, Pages 804-820, August 2008.
Mowles, C. (2008 ) Complexity and the Experience of Values in Required Ways of Working: Conflict and Compromise in Aid Agencies, in Stacey, R. and Griffin, D (eds.) Complexity and the Experience of Values, Conflict and Compromise in Organisations, Routledge: London.
Mowles, C. (2008) Values in International Development Organisations: Negotiating Non-negotiables, Development in Practice, Vol. 18 (1): 5-16.
Mowles, C. (2007) ‘Promises of Transformation: Just How Different Are Development INGOs’, Journal of International Development, Vol. 19 (3): 401-412.
Shaw, P. & Stacey, R. (2006) The experience of risk, spontaneity and improvization in organizational change: working live, London: Routledge.
Stacey, R., Griffin, D. & Shaw, P. (2000) Complexity and Management: fad or radical challenge to systems thinking, London: Routledge.
Stacey, R.(2001) Complex Responsive processes in organizations: learning and knowledge creation, London: Routledge.
Stacey, R. (2001) Complexity and the Group Matrix, Group Analysis, 34, 2, pp. 221-240.
Stacey, R. (2001) The emergence of knowledge in organizations, Emergence, 2, 4 pp23-39.
Stacey, R. (2001) What can it mean to say that the individual is social through and through, Group Analysis, 34, 4, pp457-472.
Stacey, R. (2003) Complexity and Group Processes: A radically social understanding of individuals, London: Brunner-Routledge
Stacey, R. (2003) Learning as an Activity of Interdependent People, The Learning Organization, Vol. 10 No 6
Stacey, R. (2005) Affects and Cognition in a Social Theory of Unconscious Processes, Group Analysis, 38, 1, pp159-176.
Stacey, R. (2005) Organisational Identity: the paradox of continuity and change at the same time, Group Analysis, 38, 4, pp477-495.
Stacey, R. (2005) Social Selves and the Notion of the ‘Group-as-a-whole’, Group, Vol. 29, No. 1.
Stacey, R. (2005) Organisational Identity: the paradox of continuity and change at the same time, Group Analysis (December)
Stacey, R. & Griffin, D. (eds.) (2005) A complexity perspective on researching organizations: taking Experience Seriously: London: Routledge
Stacey, R. (ed.) (2005) Experiencing Emergence in Organizations: local interaction and the emergence of global pattern, London: Routledge.
Stacey, R. & Griffin, D. (eds.) (2005) Complexity and the Experience of Managing in the Public Sector, London: Routledge.
Stacey, R. (2006) Theories of Change in Therapeutic Work, Clinical Child Psychology and Psychiatry, Vol. 11, No. 2, 191-203.
Stacey, R. (2007) The Challenge of Human Interdependence: Consequences for thinking about the day to day practice of management in organizations, European Business Review, Special Issue – Views from Global Thought Leaders: Current Status and Future Direction, Vol. 19, No. 4.
Stacey, R.D. and Mowles, C. (2016) Strategic Management and Organisational Dynamics: the Challenge of Complexity to Ways of Thinking about Organizations, London: Pearson Education, 7th Edition.
Stacey, R. & Griffin, D. (eds.) (2008) Complexity and the Experience of Values, Conflict and Compromise in Organizations, London: Routledge.
Stacey, R. (2010) Complexity and Organizational Reality: Uncertainty and the need to rethink management after the collapse of investment capitalism, London Routledge.
Stacey. R. (2011) Strategic Management and Organisational Dynamics: the challenge of complexity to ways of thinking about organisations, London: Pearson Education (6th Edition). ISBN-13: 978-0-273-70811-7
Stacey, R. (2012) The Tools and Techniques of Leadership and Management: Meeting the challenge of complexity, London: Routledge.
Van der Gaag, A. and Mowles, C. (2005) Values in Professional Practice, in Speech and Language Therapy – Issues in Professional Practice, Anderson, C. and van der Gaag, A. (eds.), London: Whurr.