6. Change Capacity: A Progressive Internalization

2020 ◽  
pp. 105-126
Keyword(s):  
Change Capacity

A Leadership Development Kōan: Vulnerability as Change Capacity

2021 ◽  
pp. 002188632110462
Author(s):  
Ekaterina Elgayeva
Keyword(s):  
Leadership Development ◽  
Developmental Trajectories ◽  
Institutional Work ◽  
Change Capacity ◽  
Emotional Complexity

How are organizations embracing the emotional complexity of the emerging organizational landscape? More specifically, how do leaders develop the capacity necessary to infuse the organization's emotional circuitry with renewed energy at a time of transformation? In this essay, I posit that vulnerability can be the threshold for change capacity in institutional work, fortifying leaders' developmental trajectories and transforming organizing and organizations. While paradoxical, the regenerative nature of vulnerability yields change capacity requisite of navigating the emotional complexity leaders encounter on their developmental journeys.

Knowledge management: strategic change capacity or the attempted routinization of professionals?

2002 ◽  
Vol 11 (2) ◽  
pp. 59-69 ◽  
Author(s):  
Nada Korac-Kakabadse ◽  
Alexander Kouzmin ◽  
Andrew Kakabadse
Keyword(s):  
Knowledge Management ◽  
Strategic Change ◽  
Change Capacity

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.

Insight in Changeability as a Success Factor for Projects

2018 ◽  
pp. 210-231
Author(s):  
Koos de Heer ◽  
Henk Lok ◽  
Tim Schouten
Keyword(s):  
Project Management ◽  
Change Readiness ◽  
Success Factor ◽  
Emotional Change ◽  
Change Capacity ◽  
Comprehensive Framework ◽  
Capacity For Change

Being able to adapt to changes quickly is an important asset in today's world. More and more organizations are becoming aware of a need to improve their capacity for change. A high project management maturity does only part of the job. The success of a change also depends on the attitude of the employees and managers towards change (change-readiness). When looking for a comprehensive framework to assess and improve an organization's change capacity, the authors failed to find an existing model that was complete in its scope. There was either a focus on project management maturity or on the emotional change-readiness, but never on both. This chapter describes the development and test of a comprehensive framework that assesses all relevant aspects of the ability of an organization to go through changes successfully. The instrument also yields indicators for interventions that can improve this ability.

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