In research on process organization studies, the concept of multiplicity is widely used, but a fundamental confusion about what process multiplicity means persists. As a result, we miss some of the potential of this concept for understanding process dynamics and process change. In this paper, we define process multiplicity as a duality of 'one' and 'many', and we conceptualize 'the many' as a space of possible paths encompassed by a process. We use the notion of paths to operationalize process

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... ultiplicity and make it accessible for empirical research. When we see process as a multiplicity, process change can be understood as expanding, shifting or contracting the space of possible paths. We suggest that this concept of process multiplicity also has implications for a range of other theoretical and practical topics, including standards, standardization and flexibility as well as process replication, management and resilience.