 Organizational capacity for change, change experience, and change project performanceNadine Heckmann, Thomas Steger and Michael Dowling Journal of Business Research, 2016, vol. 69, issue 2, 777-784 Abstract: Building on the literature on organizational capacity for change, this study addresses two questions. First, why are some organizations more capable of change than others? Second, are organizations that are better at changing also more successful with their change projects? An analysis of data from a questionnaire given to top management in 134 firms in Germany found that an organization’s capacity for change associates positively with the performance of its change projects. Higher levels of technological turbulence do not strengthen this relationship but weaken it. This study also shows that higher levels of technological turbulence as well as perceived positive previous change experiences are positively associated with an organization’s capacity for change, but higher levels of competitive intensity and the amount of previous change experience are not. Keywords: Organizational capacity for change; Change performance; Continuous change; Dynamic capability; Technological turbulence (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:69:y:2016:i:2:p:777-784 DOI: 10.1016/j.jbusres.2015.07.012 Access Statistics for this article Journal of Business Research is currently edited by A. G. Woodside More articles in Journal of Business Research from Elsevier |
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