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Cited by 194Organizational Change and LeadershipCompetency Development and EvaluationOrganizational Management and Change

The DOI matches its Crossref record; 7 of the 8 references it cites were found in a registry or an index.

Building change leadership capability: ‘The quest for change competence’

Higgs, Malcolm, Rowland, Deborah·2000·Journal of Change Management
DOI 10.1080/714042459
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Abstract

While the literature highlights the continuing, and indeed growing, significance of the challenge of implementing change effectively (eg Kotter, 1994; Carnall, 1999) and explores reasons for failures (eg Kotter, 1996) there seems to be little agreement on a way forward. The seeds for potential progress appear to lie within the examination of change competencies and the building of capability for managing significant and continuing change. This paper examines the literature relating to change competencies and capabilities and presents a case study which demonstrates how a competence-based approach has been applied in practice. The process of identifying critical competencies is explored, and a specific change competency framework is examined. In exploring the case, qualitative evidence is presented which suggests that the competency framework, and its application in practice, has had a real impact on the development of change capability in an organisation. This research is seen as being exploratory, however, and providing a stimulus for further research streams which are described towards the end of the paper. The paper concludes that it is focusing on what is involved in implementing change which will lead to a real understanding of the critical competencies required and of a means of building change capability with an organisation.

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Crossref · 10.1080/714042459

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7 of 7 references verified0 citation errors · 0 not checkable

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Metadata

Authors
Higgs, M., & Rowland, D.
Affiliations
Henley College (GB)
ORCID
Higgs, Malcolm
Venue
Journal of Change Management
Publisher
Informa UK Limited
Published
2000-07
Volume
1
Issue
2
Pages
116-130
ISSN
  • 1469-7017 (ISSN-L)
  • 1479-1811
DOI
10.1080/714042459
OpenAlex
W1977050921
Cited by
194
References
8
Citations by year
2026: 1 · 2025: 12 · 2024: 7 · 2023: 8 · 2022: 9 · 2021: 13 · 2020: 12 · 2019: 17 · 2018: 6 · 2017: 6 · 2016: 13 · 2015: 9 · 2014: 4 · 2013: 9 · 2012: 12
FWCI
5.15
Type
journal article
Language
en
Open access
closed
Locations
  • Journal of Change Management (publishedVersion)
  • ePrints Soton (University of Southampton) (submittedVersion)
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 › Competency Development and Evaluation
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Management and Change
Keywords
change leadership, change competence, change capability, competence-based approach, organizational change, change management, critical competencies

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