Building Organizational Capacity for Change

Heslin, Kathleen; Marr, Jo-Anne

doi:10.1016/s0840-4704(10)60055-5

Cited by 2 publications

(1 citation statement)

References 14 publications

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“…Guided by a focus on systems-based approaches for organizational capacity and change [56,57], this paper builds on previously established active implementation and scaling functions [31] by outlining key community-partnership components, developed and applied in service delivery agencies, that may be necessary for effective implementation to close the research to practice gap. Through case example, we describe a set of active, involved, community partnership (AICP) functions and activities that emerged from operationalizing community-partnering principles for implementation in a child welfare system.…”

Section: Introductionmentioning

confidence: 99%

Active involved community partnerships: co-creating implementation infrastructure for getting to and sustaining social impact

Boothroyd

Y.²,

Lapiz

et al. 2017

Behav. Med. Pract. Policy Res.

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Active involved community partnerships (AICPs) are essential to co-create implementation infrastructure and translate evidence into real-world practice. Across varied forms, AICPs cultivate community and tribal members as agents of change, blending research and organizational knowledge with relationships, context, culture, and local wisdom. Unlike selective engagement, AICPs enable active involvement of partners in the ongoing process of implementation and sustainability. This includes defining the problem, developing solutions, detecting practice changes, aligning organizational supports, and nurturing shared responsibility, accountability, and ownership for implementation. This paper builds on previously established active implementation and scaling functions by outlining key AICP functions to close the research-practice gap. Part of a federal initiative, California Partners for Permanency (CAPP) integrated AICP functions for implementation and system change to reduce disproportionality and disparities in long-term foster care. This paper outlines their experience defining and embedding five AICP functions: (1) relationship-building; (2) addressing system barriers; (3) establishing culturally relevant supports and services; (4) meaningful involvement in implementation; and (5) ongoing communication and feedback for continuous improvement. Planning for social impact requires the integration of AICP with other active implementation and scaling functions. Through concrete examples, authors bring multilevel AICP roles to life and discuss implications for implementation research and practice.

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Section: Introductionmentioning

confidence: 99%

Active involved community partnerships: co-creating implementation infrastructure for getting to and sustaining social impact

Boothroyd

Y.²,

Lapiz

et al. 2017

Behav. Med. Pract. Policy Res.

View full text Add to dashboard Cite

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Organizational change capability: a scoping literature review and agenda for future research

Montreuil

2022

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PurposeAt a time when organizations are faced with increasing transformations, developing a strong change capability has become crucial to deal with the ever-changing environment. While in recent years, the literature on organizational change capability (OCC) has grown, the understanding of this construct remains overly underdeveloped. Therefore, the purpose of this paper is to provide an in-depth synthesis of the evidence on OCC.Design/methodology/approachA scoping literature review was conducted on peer-reviewed articles published over the past two decades.FindingsThis review shows that while research largely treats change capacity, change capability and change competency as synonymous, these terms should be interpreted differently since they do not refer to the same organizational phenomenon.Research limitations/implicationsAlthough this review focus on the past two decades, this article offers an examination of the latest knowledge on OCC and provides a non-exhaustive set of research avenues. This review also proposes a change maturity framework that can help scholars to conduct more informed investigations.Practical implicationsThe proposed framework can help practitioners to better understand how an organizational potential for change can transform into a change capability, which in turn can evolve into a change competency.Originality/valueThis review extends prior work by clarifying ambiguities around some constructs in the management field that are fundamental to building sound theories.

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Building Organizational Capacity for Change

Cited by 2 publications

References 14 publications

Active involved community partnerships: co-creating implementation infrastructure for getting to and sustaining social impact

Active involved community partnerships: co-creating implementation infrastructure for getting to and sustaining social impact

Organizational change capability: a scoping literature review and agenda for future research

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