Organisational Capacity for Change and Organisational Development - Research Paper Example

The paper "Organisational Capacity for Change and Organisational Development" is a perfect example of a management research paper. The previous chapters examined the concepts and attributes, as well as the importance of understanding the OCC in the context. The chapter also discussed capacity adaptation and consideration in developing and developed countries in the practice. Two key theories – organizational change theory and organizational development (which is the study’s underpinning theory) were discussed. The literature review also considered the norm of the government sector in enhancing OCC. The previous chapter also reviewed how OCC is reported in both the developed society and developing countries. The chapter concluded by exploratory the OCC attributes issues with reflection in the government sector.

In this chapter, the research methods and the methodological stance of this study are discussed. More specifically, the chapter addresses the following areas of the research:

• The research objective is restated and expanded on.
• A discusses the proposed methods and techniques of data collection and analysis of quantitative data.
• The chapter also describes the ethical consideration, research tool, instrument development as a research tool to explore the OCC attributes and provide data sources that will be used for investigating the correlation between organizational capacity for change and organizational development (Blackstone 2014). The quantitative research method is proposed due to the descriptive and exploratory data needed to get a clear reflection of organisation capacity for change and development. The quantitative approach will be the primary analysis method that will be used for explaining the research results. It will be supported by quantitative data. Data will be collected directly by the survey method using a questionnaire instrument. The questionnaires, in exploring the relationship between organizational capacities for change and organizational development, will use the organizational performance model of Balasubramanian and Lee (2008) and the organizational capacities for change model from Judge (2011), which used OCC questionnaire instrument and OCIA questionnaire instruments.

The OCC instrument had 8 dimensions (effective communication, accountable culture, systems thinking, trusting followers, innovative culture, capable champions, involved mid-management and trustworthy leadership) (Ray, 2011; Judge, 2010).