Developing organizational change capability: towards a dynamic, multi-faceted and multi-temporal model

Abstract

PurposeThe 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/approachBuilding 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.FindingsThis 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/valueThis 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.

Managerial rationality, dysfunctional cognition and organizational decision comprehensiveness

“…In this manner, individual rationality (and potentially folly) is subject to systemic integration and regulation. External constraints could therefore also play a key role in shaping decision comprehensiveness (Montreuil, 2024) and future studies could explore the interplay between individual cognitive schemas and external institutional logics as drivers of strategic decision comprehensiveness.…”

“…It thus becomes paramount to make comprehensive strategic decisions that enable adaptation to such conditions. While the technical capabilities needed to adapt to changing market conditions may be available, many organizations fall prey in their strategic processes to their own internal inertial forces, such as managerial cognition (Tripsas and Gavetti, 2017;Gamble, 2020;Sandra et al, 2023;Montreuil, 2024). For example, if the decision-makers' beliefs are not aligned with a new strategic opportunity, they may fail to explore and act upon it (Kaplan, 2011).…”