Organizational change capability: toward a conceptual and empirical definition

Purpose Research on organizational change capability (OCC) is a relatively novel and rapidly growing field of study. Recent advances show that definitions of the concept of organizational change capability are scarce. Furthermore, empirical studies defining the concept of organizational change capability appear absent. This paper addresses these shortcomings. Design/methodology/approach This paper approaches the concept of OCC both via a literature review, and empirically via a multiple case study, mapping how organizations’ change-makers (executive board members, directors, managers and specialists) view the concept of OCC. Findings This paper distinguishes between two neighboring concepts, organizational change capability (OCC) and organizational change capacity. A typology is suggested, where extant definitions of OCC can be categorized into evolving or fixed perspectives. Furthermore, this paper’s multiple case study findings suggest approaching organizational change capability via four clusters of capabilities. Practical implications From a practitioner perspective, the results of this paper provide organizations with much-needed guidance for better assessing and developing their capabilities in change. Organizations and practitioners may now approach organizational change capability via the empirically grounded model of organizational change capability, suggested in this paper. Originality/value To the best of the author’s knowledge, this is the first study to approach the concept of OCC through an empirical lens. An empirically grounded model of organizational change capability is suggested, comprising four clusters of capabilities: skilled resources and a culture supporting individuals in change; a functioning framework; change-enabling processes and coordination; and two-way systems. Finally, a novel definition of OCC is suggested.