Developing organizational change capability: towards a dynamic, multi-faceted and multi-temporal model
Journal of Organizational Change Management
ISSN: 0953-4814
Article publication date: 19 February 2024
Issue publication date: 22 March 2024
Abstract
Purpose
The purpose of this paper is to provide a dynamic, multi-faceted and multi-temporal model of organizational change capability (OCC) to better grasp the complexity of this construct which is still mainly defined through its facilitating conditions rather than its own characteristics.
Design/methodology/approach
Building on the literature on organizational learning, punctuated equilibrium, continuous transformation, organizational ambidexterity and dynamic capabilities, this paper critically analyzes the OCC construct by challenging the ways it is currently studied.
Findings
This paper highlights that OCC contains five dynamically and temporally interrelated dimensions: learning from past change experience, managing continuous change, managing episodic change, managing change without compromising core organizational activities as well as anticipating future change. A set of propositions that link the construct to its facilitators and outcomes are also suggested.
Originality/value
This conceptual analysis shows that recognizing the existence of tensions in change management constructs is crucial to gaining a deeper understanding of the complexities that organizations are facing today. In addition, by proposing a model both in continuity with the literature by adopting a dynamic conception of OCC, but also in discontinuity by shifting the focal point of analysis towards the essence of the construct rather than its peripheral variables, this research takes a step forward to tackle the remaining misconceptions around the interpretation of change capability.
Keywords
Acknowledgements
The author acknowledges funding support from the Quebec Research Fund for Society and Culture as well as from the Administrative Sciences Association of Canada.
Citation
Montreuil, V.-L. (2024), "Developing organizational change capability: towards a dynamic, multi-faceted and multi-temporal model", Journal of Organizational Change Management, Vol. 37 No. 2, pp. 423-438. https://doi.org/10.1108/JOCM-01-2023-0010
Publisher
:Emerald Publishing Limited
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