Organizational change capacity and organizational performance

Abstract

Purpose -The main purpose of this study is examining the relationship between organizational change capacity (OCC) and organizational performance (OP). Design/methodology/approach -After extensive researches in organizational literature about change and performance, the OCC model from Judge and Douglas consists of eight dimensions (trustworthy leadership, involved mid-management, capable champions, innovative culture, trusting followers, systems thinking, accountable culture, and effective communication), and the OP model from Lee consists of six dimensions (stakeholders' satisfaction, organizational communication, organizational growth, strategic performance, knowledge management, and team collaboration); were considered. In order to test the hypothesis, a series of 130 qualified employees in a knowledge-based organization were questioned. The measurement tool was a two-part questionnaire (OCC and OP). Validity of questionnaire well approved based on face validity method by experts, specialists and professors of management. Using the results of pre-test, Cronbach's a was showed the very high reliability. Findings -Moreover, the results of regression analysis showed that regression line ascribes changes in dependent variable (OP) to independent variable (OCC). It means that high percentage of change in OP (77.3 percent) will be explainable and predictable with OCC. Then, with utilizing of parametric and non-parametric tests, the relationship between OCC and OP; and between components of OCC and OP was investigated. Finally, Pearson and Spearman correlation tests results confirmed the significant relationships. Overall, the results of this study show the significant, positive, strong relationship between OCC and OP. Originality/value -As not many studies have been done about the impact of organizational change on OP, the paper's findings will be useful to assess the adaptation ability of organization with changing environment and the impact of this adaptation on OP.

The Impact of Transformational Leadership on Organizational Performance via the Mediating Role of Corporate Social Responsibility: A Structural Equation Modeling Approach

“…Organizations today are trying to adapt to all the changes surrounding them by improving their performance through the competitive advantage they create (Ramezan et al, 2013;Masa'deh et al, 2015). Researchers have always looked at organizational performance as the ultimate dependent variable concerned with almost every area in management.…”

“…Carton (2004) suggested that organizational performance is the voluntary association of productive assets that lead to the achievement of shared purpose. Another definition of organizational performance refers to it as "the ability to acquire and process properly human, financial, and physical resources to achieve the goals of the organization" (Ramezan et al, 2013).…”

Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity

“…The study is novel and original for many reasons. First, few studies in the previous literature depict that there is a lack of empirical research on the notion of OCC both in the Western and Asian contexts, and relatively little is known about its antecedent conditions (Judge, 2011;Judge et al, 2015;Oxtoby, McGuiness, & Morgan, 2002;Ramezan, Sanjaghi, & Rahimian Kalateh baly, 2013;Soparnot, 2011). Second, the literature on the relationship between OCC and leadership (i.e., transformational leadership, transactional leadership, and laissez-faire leadership) lacks attention.…”

“…Judge (2011) described OCC as "a dynamic, multidimensional capability that enables an organization to upgrade or revise existing organizational competencies, while cultivating new competencies that enable the organization to survive and prosper" (p. 14). This dynamic capability is critical for all forms of organizations at some point of time (Oxtoby et al, 2002) and is associated with higher levels of organizational performance (Judge et al, 2015;Ramezan et al, 2013). OCC enables organizations to adapt and settle old capacities as well as to cope with newly emerging opportunities (Judge & Elenkov, 2005).…”

Exploring the Relationship between Corporate Social Responsibility, Employee Engagement, and Organizational Performance: The Case of Jordanian Mobile Telecommunication Companies

“…Businesses are trying to flourish and adapt to the various challenges they encounter in today's competitive environment by improving their organizational performance [1] and [2]. In order to achieve better results and higher profit margins organizations are adopting various emerging business tools and management philosophies [3].…”