Organizational change capacity: the systematic development of a scale

2009 ◽  
Vol 22 (6) ◽  
pp. 635-649 ◽  
Author(s):  
William Judge ◽  
Thomas Douglas
Keyword(s):  
Organizational Change ◽  
Change Capacity ◽  
Systematic Development

scholarly journals What Are the Sources of Organizational Change Capability? The Role of Transformational Leadership and Organizational Justice

2021 ◽  
Vol 12 (2) ◽  
pp. 76
Author(s):  
Tung Thanh Ha ◽  
Phong Ba Le
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Organizational Justice ◽  
Structural Equation ◽  
Business Environment ◽  
Equation Modelling ◽  
Change Capacity ◽  
Innovative Culture ◽  
The Relationship

The paper aims to clarify the influences of transformational leadership (TL) and aspects of organizational justice on change capacity of organizations. Structural equation modelling is applied to test the relationship among the research factors based on the survey of 315 employees in 72 Vietnamese firms. The results show aspects of organizational justice act as mediating roles in the relationship between TL and organizational change capacity. TL has greater effects on innovative culture, while organizational justice has greater effects on capable champions. This study highlights the importance of building the environment of justice in an organization to link TL and organizational change capacity. This study has provided valuable initiatives and deeper insights on the new and effective pathways for firms to improve their change competence and response more successfully and rapidly towards the shift of competitive context and business environment.

Organizational change capacity and organizational performance

2013 ◽  
Vol 5 (3) ◽  
pp. 188-212 ◽  
Author(s):  
majid ramezan ◽  
Mohammad Ebrahim Sanjaghi ◽  
Hassan Rahimian Kalateh baly
Keyword(s):  
Organizational Change ◽  
Organizational Performance ◽  
Change Capacity

scholarly journals Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity

SAGE Open ◽  
2016 ◽  
Vol 6 (4) ◽  
pp. 215824401667539 ◽  
Author(s):  
Muhammad Yasir ◽  
Rabia Imran ◽  
Muhammad Kashif Irshad ◽  
Noor Azmi Mohamad ◽  
Muhammad Muddassar Khan
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Significant Relationship ◽  
Future Research ◽  
Negatively Associated ◽  
Change Capacity ◽  
Laissez Faire ◽  
The Relationship

This article intends to examine the role of leadership styles (transformational, transactional, and laissez-faire) and employees’ trust toward organizational change capacity (OCC). Data were collected from a convenient sample of managers, coordinators, officers, community facilitators, social organizers, and activists through questionnaires. A total of 250 respondents were sent questionnaire, usable questionnaires were 204. Results revealed positive and significant relationship between transformational leadership and employees’ trust. Moreover, an insignificant relationship was found between transactional leadership and employees’ trust, whereas laissez-faire and employees’ trust were found to be negatively associated. Findings of the study also depicted a positive and significant relationship of transformational leadership and transactional leadership with OCC. However, laissez-faire was negatively associated with OCC. Results also revealed that employees’ trust mediates the relationship between leadership styles (transformational and laissez-faire) and OCC. However, employees’ trust did not mediate the relationship between transactional leadership and OCC. Finally, implications and suggestions for future research are provided.

Organizational design and pricing capabilities for superior firm performance

2014 ◽  
Vol 52 (1) ◽  
pp. 54-78 ◽  
Author(s):  
Stephan Liozu ◽  
Andreas Hinterhuber ◽  
Toni Somers
Keyword(s):  
Organizational Change ◽  
Firm Performance ◽  
Design Methodology ◽  
Organizational Design ◽  
Organizational Factors ◽  
Mediation Effects ◽  
Content Type ◽  
Change Capacity ◽  
Price Management ◽  
The Relationship

Purpose – The purpose of this paper is to test the relationship between organizational antecedents, pricing capabilities, and firm performance. Design/methodology/approach – Quantitative survey of 748 managers from mostly large companies globally. Findings – It was found that the following five key organizational resources (the 5 Cs) – center-led price management, organizational confidence, championing behaviors, organizational change capacity, and pricing capabilities – positively influence firm performance. Furthermore, it was found that center-led price management, organizational change capacity, and championing behaviors act as important antecedents to pricing capabilities and, except for the former, to organizational confidence. The authors also examine interaction and mediation effects. Originality/value – The results thus suggest that generic organizational factors – namely center-led price management – as well as highly idiosyncratic firm, specific capabilities – namely organizational confidence, championing behaviors by top management, organizational change capacity, and pricing capabilities – are key requirements to increase firm performance via pricing.

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