Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

The concept of organizational change capacity

The concept of organizational change capacity Purpose – Change implementation presents a major challenge to managers. However, theoretical and empirical works waiver between the change management action and the management of the change/initial conditions. These opposing views reflect the theoretical instability, which characterizes work on organizational change. Faced with this theoretical mosaic, the question of knowing what the change capacity is, is fundamental. The purpose of this paper is to propose a framework for change capacity and to identify its dimensions and components. Design/methodology/approach – To deal with this stake, the author conducted a single case study and observed an organization that had acquired the status of a company with change capacity. The Renault SA group makes for an interesting case. Renault, a 100‐year‐old company, is considered to be capable of undergoing change, of following its environment and even of shaping its own environment. Findings – The study leads to the identification of three dimensions of the change capacity. These are the context, process and learning dimensions. The context dimension consists of resources that facilitate the change process. The process dimension incorporates principles of implementing change. Finally, the learning dimension tackles the introspective capacity of the organization. Originality/value – If the literature on change capacity focuses more on the outcome of the capability than on the capability itself, the study has enabled the proposing of a framework for change capacity and to identify its dimensions and components. This framework is interesting in two respects. First, it shows that change capacity is as much linked to its management as it is dependent on the initial conditions. Second, it provides direction towards a strategic management of change. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Change Management Emerald Publishing

The concept of organizational change capacity

Journal of Organizational Change Management , Volume 24 (5): 22 – Aug 30, 2011

Loading next page...
 
/lp/emerald-publishing/the-concept-of-organizational-change-capacity-H1h5PjzB9b
Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0953-4814
DOI
10.1108/09534811111158903
Publisher site
See Article on Publisher Site

Abstract

Purpose – Change implementation presents a major challenge to managers. However, theoretical and empirical works waiver between the change management action and the management of the change/initial conditions. These opposing views reflect the theoretical instability, which characterizes work on organizational change. Faced with this theoretical mosaic, the question of knowing what the change capacity is, is fundamental. The purpose of this paper is to propose a framework for change capacity and to identify its dimensions and components. Design/methodology/approach – To deal with this stake, the author conducted a single case study and observed an organization that had acquired the status of a company with change capacity. The Renault SA group makes for an interesting case. Renault, a 100‐year‐old company, is considered to be capable of undergoing change, of following its environment and even of shaping its own environment. Findings – The study leads to the identification of three dimensions of the change capacity. These are the context, process and learning dimensions. The context dimension consists of resources that facilitate the change process. The process dimension incorporates principles of implementing change. Finally, the learning dimension tackles the introspective capacity of the organization. Originality/value – If the literature on change capacity focuses more on the outcome of the capability than on the capability itself, the study has enabled the proposing of a framework for change capacity and to identify its dimensions and components. This framework is interesting in two respects. First, it shows that change capacity is as much linked to its management as it is dependent on the initial conditions. Second, it provides direction towards a strategic management of change.

Journal

Journal of Organizational Change ManagementEmerald Publishing

Published: Aug 30, 2011

Keywords: Change capacity; Organizational change; Organizational learning; Organizational development

References