Developing capacity for change

Meyer, Christine B.; Stensaker, Inger G.

doi:10.1080/14697010600693731

Cited by 203Organizational Change and LeadershipOrganizational Management and ChangeManagement and Organizational Studies

Developing capacity for change

Meyer, Christine B., Stensaker, Inger G.·2006·Journal of Change Management

DOI 10.1080/14697010600693731

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Abstract

In this conceptual paper we examine how organizations can develop capacity for change, which we define as the allocation and development of change and operational capabilities that sustains long term performance. Making change happen without destroying well-functioning aspects in an organization and harming subsequent changes requires both capabilities to change in the short and long term and capabilities to maintain daily operations. The change literature includes a number of process prescriptions on how change can be mobilized such as, framing, participation, pacing, and sequencing, routinizing change, and recruiting. We examine how these process prescriptions contribute in developing an organization's (1) capabilities to change, (2) capabilities to maintain daily operations and (3) capabilities to implement subsequent change processes. While participation, pacing and sequencing are likely to have adverse effects on daily operations, routinizing change and recruiting personnel are likely to have positive effects on subsequent change processes.

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A collegial culture, a clear direction for the development initiatives, and strong pedagogical leadership are factors known to drive successful educational development.
“All these factors, a collegial culture, a clear direction for the development initiatives, and strong pedagogical leadership30,31 are factors known to drive successful educational development.”
From Structured Development of Learning and Assessment Tasks to Prevent Generative AI Misuse and Enhance AI Literacy in the Faculty in Physiotherapy Education (2025) · cites this paper as [30]

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Authors: Meyer, C. B., & Stensaker, I. G.
Affiliations: Norwegian School of Economics (NO)
Corresponding author: Meyer, Christine B.
ORCID: Meyer, Christine B.
Stensaker, Inger G.
Venue: Journal of Change Management
Publisher: Informa UK Limited
Published: 2006-06
Volume: 6
Issue: 2
Pages: 217-231
ISSN: 1469-7017 (ISSN-L)
1479-1811
DOI: 10.1080/14697010600693731
OpenAlex: W1970082916
Cited by: 202
References: 68
Citations by year: 2026: 10 · 2025: 12 · 2024: 12 · 2023: 10 · 2022: 16 · 2021: 9 · 2020: 24 · 2019: 9 · 2018: 9 · 2017: 4 · 2016: 11 · 2015: 4 · 2014: 9 · 2013: 5 · 2012: 18
FWCI: 14.60
Type: journal article
Language: en
Open access: closed
Locations: Journal of Change Management (publishedVersion)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Change and Leadership
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Management and Change
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
Keywords: organizational change, change capability, operational capabilities, framing, participation, pacing, sequencing, recruitment

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