Essays on The Relationship between Organization Capacity for Change and Development Capstone Project

Download full paperFile format: .doc, available for editing

The paper "The Relationship between Organization Capacity for Change and Development" is an outstanding example of a management capstone project.   As stated by Perrott (2008), many organisations in the public sector are confronted with turbulent operating environments. For these organisations to survive, they need to adapt consistently to change, as this enables them to maintain alignment of their organisational capacity for change and the conditions within the organisational environment. Shift to the knowledge-based workforce, economic decline, and rapid technological advancements are having a great impact on 21st-century organisations. Such changes however create unprecedented opportunities to expand their existing programs.

Increased pressures emanating from these challenges have contributed to shifts in the manner in which organisations that operate and undertake programs (Perrott 2008). To succeed in the present-day climate of continuous change, government organisations have to effectively navigate dynamic change while at the same time assisting the personnel to strengthen the capacity to prosper as ongoing and future opportunities and challenges emerge. Based on this backdrop, this chapter consist of a literature review focused on examining published literature to throw light on the relationship between organization capacity for change and development.

Accordingly, this chapter examines scholarly literature relevant to the study of organisational capacity for change and development. The first section of this chapter reviews the literature on building capacity for change and development. The second section explores the literature on related theoretical perspectives. Subsequent sections review the literature on dimensions of organizational capacity for change and development, factors contributing to and hindering change capacity, intricacy in change-capability and development, and lastly linking organisational capacity for change and development The objective of this chapter is to review scholarship on the relationship between organization capacity for change and development in order to present discussion and critical thinking of authors and to highlight their methodology and findings.


Anderson, N, Carsten, K & Nijidstad, B 2004, “The routinization of innovation research: A constructively critical review of the state-of-the-science,” Journal of Organisational Behaviour, vol 25 no 2, pp147-173

Baeza, J, Fitzgerald, L & McGivern, G 2008, "Change capacity: the route to service improvement in primary care," Quality in Primary Care vol 16, pp.401–407

Buono, A 2009, Building Organizational Change Capacity, Management Consulting Division International Conference, Vienna, Austria

Brown, J, Collins, A & Duguid, P 1989, “Situated cognition and the culture of learning,” Educational Researcher, vol 18 no 1, pp32-42

Bryan, T 2011, Exploring the Dimensions of Organisational Capacity for Local Social Service Delivery Organisations Using a Multi-method Approach, viewed 12 Nov 2014,

Butt, 1998, Evaluating organisational change strategies: Health Promotion, University of Wollongong, Wollongong

By, R & Macleod, 2009, Managing Organizational Change in Public Services. International Issues, Challenges and Cases, Routledge, New York

Christensen, R & Gazley, B 2008, "Capacity For Public Administration: Analysis Of Meaning And Measurement," Public Administration and Development 28(4): 265-279.

Crosson, M & Apaydin, M 2010, "A Multi-dimensional Framework of Organisational Innovation: A Systematic Review of the Literature," Journal of Management studies vol 47 no 6, pp.1154-1191

Damanpour,F, &Schneider, M 2009, “Characteristics of Innovation and Innovation Adoption in Public Organizations: Assessing the Role of Managers,” Journal of Public Administration Research and Theory, vol. 19 no. 3, pp.495--‐522.

Eisinger, P 2002, "Organizational capacity and organizational effectiveness among street-level food assistance programs," Nonprofit and Voluntary Sector Quarterly vol. 31 no. 1, pp115-130.

Fernandez, S & Rainey, H 2006, "Managing Successful Organizational Change in the Public Sector," Public Administration Review, pp.168-176

Frederickson, P & London, R 2000, “Disconnect in the Hollow State: The Pivotal Role of Organizational Capacity in Community-Based Development Organizations," Public

Administration Review vol 60 no 3, pp.230-239.

Gravenhorst, B & Werkman, R & Boonstra, J 2003, "The Change Capacity of Organisations: General Assessment and Five Configurations," Applied Psychology: An International Review, vol. 52 no. 1, pp.83-105

Greenhalgh, T, Robert, G, MacFarlane, F, Bate, P,& Kyriakidou, O 2004, “Diffusion of Innovations in Service Organizations: Systematic Review and Recommendations,” Milbank Quarterly, vol. 82 no.4, pp.581-629

Hamlin B, Ash, J, Essex K, 2001, Organizational Change and Development: A reflective guide for Managers, Trainers, and Developers, Pearson Education Ltd, New York

Hassin, A 2010, "Effective Diagnosis in organisation Change Management," Journal of Business systems, Governance and Ethics, vol 5 no 2, pp.23-29

Helfat, C & Finkelstein, C, 2007, Dynamic Capabilities: Understanding Strategic Change in Organizations, Blackwell Publishing, Malden, MA

Heward, S 2003, The role of government in supporting quality health promotion practice: Examining the implementation of capacity building strategies in Victorian primary health reform 2000–2003, School of Health Sciences, Deakin University, Melbourne,

Heward, S, Hutchins, C & Keleher, H 2007, "Organizational change—key to capacity building and effective health promotion," Health Promot. Int. vol 22 no 2, pp.170-178

Hutchins, E 1996, Cognition in the wild, MIT Press, Cambridge

Jonk, G & Slaats, M 2012 , “Management agenda,” Atkerney Consultancy

Joyce, P & Ingraham, P 2003, Governance Performance: Why Management Matters, The John Hopkins University Press, Baltimore

Judge, W. Q., I. Naoumova, et al. (2009)."Organizational capacity for change and firm performance in a transition economy." The International Journal of Human Resource Management 20(8): 1737-1752

Kearney, W & Kruger, H 2013, "A Framework For Good Corporate Governance And Organisational Learning – An Empirical Study," International Journal of Cyber-Security and Digital Forensics (IJCSDF) vol 2 no1, pp.36-47

Kuipers, B, Higgs, M, Kickert, W, Tummers, Grandia, J, Van der Voet, J, 2011, The management of change in public organisations: A literature review. Public Administration

Meyer, C & Stensaker, I 2006, “Developing capacity for change. Journal of Change Management, vol 6 no 2, pp.217-231

Misener, K & Doherty, A 2009, "A Case Study of Organizational Capacity in Nonprofit Community Sport," Journal of Sport Management, vol. 23, pp.457-482

Oxtoby, B, Mcguiness, T & Morgan, R 2002, "Developing Organisational Change Capability," European Management Journal Vol. 20, No. 3, pp. 310–320

Pablo, A. L., T. Reay, et al. 2007, “Identifying, Enabling and Managing Dynamic Capabilities in the Public Sector, “Journal of Management Studies 44(5): 687-708

Perrott, B 2008, Managing with Environmental Turbulence in Public Sector Organizations, UTS, Sydney

Pettigrew, A, Ferlie, E, & McKee, L 1992, Shaping strategic change, Sage, London

Pettigrew, A, Woodman, R & Cameron, R 2001, “Studying organizational change and development: Challenges for future research,” Academy of Management Journal, vol 44 no 4, pp.697-713

Schilling, J ,& Kluge, A 2009, “Barriers to organizational learning: An integration of theory and research. Internal Journal of Management Reviews, vol 11 no 3, pp.337-360

Seelos, C and Mair, J 2012, "What Determines the Capacity for Continuous Innovation in Social Sector Organizations?" Rockefeller Foundation Report January 31, 2012

Shipton, H, Budhwar, P & Crawshaw, J 2013, HRM, organizational capacity for change and performance: A global perspective, viewed 12 Nov 2014,

Sowa, J 2009, "The Collaboration Decision in Nonprofit Organizations Views From the Front Line," Nonprofit and Voluntary Sector Quarterly vol. 38 no. 6, pp.1003-1025

Speller, V 2001, The next challenge-getting evidence into practice, World Conference on Health Promotion and Health Education, Paris

Stacey, R 1999, Strategic management & organisational dynamics: the challenge of complexity. Adapted in Speller, V. (2001) The next challenge-getting evidence into practice. Paper presented at the World Conference on Health Promotion and Health Education, Paris, France, Financial Times Prentice Hall, New York

Teece, D 2007, “Explicating dynamic capabilities: The nature and microfoundations of sustainable enterprise performance,” Strategic Management Journal, vol. 28 no. 13, pp.1319-1350.

Thompson, R 2008, Building Change-capable Public Organisations, In Brown, Kerry A. and Mandell, Myrna and Furneaux, Craig W. and Beach, Sandra, Eds, Proceedings Contemporary Issues in Public Management: The Twelfth Annual Conference of the International Research Society for Public Management (IRSPM XII), Brisbane, pp. 1-29

Vargas, M 2013, "Underlying Dimensions and Organizational Values in Organizational Learning: Strategy for Capacity Building in Developing Countries," Journal of Technology Management & Innovation vol.8 no.3, pp1

Weick, K & Quinn, R 1999, "Organizational Change and Development," Annu. Rev. Psychol. Vol. 50, pp.361-386

Yeats, M 2002, Supporting people through organizational change, Arts Canada: Royal Roads University, Toronto

Zimmerman, B, Lindberg C, Plsek P, & Edgeware, 1998, Complexity Resources for Healthcare Leaders, VHA Publications, Dallas

Download full paperFile format: .doc, available for editing
Contact Us