If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Change implementation presents a major challenge to managers. However, theoretical and empirical works waiver between the change management action and the management of the change/initial conditions. These opposing views reflect the theoretical instability, which characterizes work on organizational change. Faced with this theoretical mosaic, the question of knowing what the change capacity is, is fundamental. The purpose of this paper is to propose a framework for change capacity and to identify its dimensions and components. Design/methodology/approach -To deal with this stake, the author conducted a single case study and observed an organization that had acquired the status of a company with change capacity. The Renault SA group makes for an interesting case. Renault, a 100-year-old company, is considered to be capable of undergoing change, of following its environment and even of shaping its own environment.Findings -The study leads to the identification of three dimensions of the change capacity. These are the context, process and learning dimensions. The context dimension consists of resources that facilitate the change process. The process dimension incorporates principles of implementing change. Finally, the learning dimension tackles the introspective capacity of the organization. Originality/value -If the literature on change capacity focuses more on the outcome of the capability than on the capability itself, the study has enabled the proposing of a framework for change capacity and to identify its dimensions and components. This framework is interesting in two respects. First, it shows that change capacity is as much linked to its management as it is dependent on the initial conditions. Second, it provides direction towards a strategic management of change.

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Although CSR has traditionally been associated with big business, the SME business sector is such a significant sector worldwide in terms of the economic, environmental and social impact it makes, that attention has been turned to discussion and analysis of principles and practice of CSR in small and medium size businesses. SMEs are not merely small versions of big businesses, so as a result a particularly fast-growing body of academic work has become focused on commitment to CSR in the sector. As a result, the aim of this article is to set out an analysis of the main work carried out on the subject of CSR in SMEs. The analysis is a four part summary. In the first part, we explore the definition and the main CSR practices found in SMEs. The second part relates to determining characteristics of commitment to CSR within SMEs. Next we set out the challenges for SMEs and the constraints made upon them by CSR. Finally, the last section deals with positive examples of CSR in SMEs. Taking this literature review summary as a structural basis we then go on to demonstrate 3 research methodologies.

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