Relevant bibliographies by topics / Organizational Capacity for Change (OCC)

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Organizational Capacity for Change (OCC)'

Author: Grafiati
Published: 4 June 2021
Last updated: 18 February 2022

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Journal articles on the topic "Organizational Capacity for Change (OCC)"

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Yasir, Muhammad, Rabia Imran, Muhammad Kashif Irshad, Noor Azmi Mohamad, and Muhammad Muddassar Khan. "Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity." SAGE Open 6, no. 4 (October 2016): 215824401667539. http://dx.doi.org/10.1177/2158244016675396.

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This article intends to examine the role of leadership styles (transformational, transactional, and laissez-faire) and employees’ trust toward organizational change capacity (OCC). Data were collected from a convenient sample of managers, coordinators, officers, community facilitators, social organizers, and activists through questionnaires. A total of 250 respondents were sent questionnaire, usable questionnaires were 204. Results revealed positive and significant relationship between transformational leadership and employees’ trust. Moreover, an insignificant relationship was found between transactional leadership and employees’ trust, whereas laissez-faire and employees’ trust were found to be negatively associated. Findings of the study also depicted a positive and significant relationship of transformational leadership and transactional leadership with OCC. However, laissez-faire was negatively associated with OCC. Results also revealed that employees’ trust mediates the relationship between leadership styles (transformational and laissez-faire) and OCC. However, employees’ trust did not mediate the relationship between transactional leadership and OCC. Finally, implications and suggestions for future research are provided.
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Lei, Hui, Sengphet Phouvong, and Phong Ba Le. "How to foster innovative culture and capable champions for Chinese firms." Chinese Management Studies 13, no. 1 (April 1, 2019): 51–69. http://dx.doi.org/10.1108/cms-05-2018-0502.

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Purpose This paper aims to provide more knowledge on antecedent conditions of organizational capacity for change by examining the mediating role of employee trust in relationship between transformational leadership (TL) and two components of organizational change capacity (OCC) (innovative culture and capable champions) in Chinese firms. Design/methodology/approach Survey data were collected from 269 participants at 65 Chinese firms. Structural equation modeling was used to test hypotheses in the proposed research model. Findings The research findings indicate that within the Chinese context, TL and two dimensions of employee trust in leadership (cognition-based trust and affect-based trust) are positively related to innovative culture and capable champions. Moreover, the two dimensions of employee trust act as the mediating roles between TL and components of OCC. Research/limitations implications The results and benchmarks in this paper are appropriate for a particular context of Chinese firms. Future research should examine other contexts to provide a clearer picture of the relationship between the constructs. Practical implications The study highlights the importance of practicing TL style to build employee trust in leadership aimed at fostering innovative culture and capable champions. Originality/value The paper has provided theoretical and managerial initiatives in the field of organizational behavior and change management that can clarify the relationship between TL, employee trust and OCC. These initiatives might help firms to identify a right pathway for promoting OCC and adapting more quickly and effectively to the change of business environment.
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Wiedenhöft, Guilherme Costa, Edimara Mezzomo Luciano, and Josiane Brietzke Porto. "Impacts of the spirit of initiative and identification with the organization on IT governance effectiveness perception in public organizations." Revista de Gestão 26, no. 1 (January 21, 2019): 5–21. http://dx.doi.org/10.1108/rege-01-2018-0014.

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PurposeThe purpose of this paper is to address the process of organizational governance of IT resources, called IT governance (ITG), especially its behavioral approach. The organizational citizenship behavior (OCB) concept was used to understand the relationship between the behavioral dimensions and the perception of ITG effectiveness. The objective of this research is to identify if individuals’ behavior contributes to a greater perception of ITG effectiveness in public organizations. This is an exploratory and descriptive research with a quantitative approach.Design/methodology/approachThis was an exploratory and descriptive research with a quantitative approach. A survey with IT teams of public organizations in a Brazilian state was performed, and data were analyzed through partial least squares. A positive and significant relationship between the variables Spirit of Initiative (R2=0.2926) and Identification with the Organization (R2=0.1276), and the perception of ITG effectiveness was found.FindingsResults showed that when OCB levels are higher, ITG is more easily perceived as effective. This occurs because the predisposition to adopt ITG mechanisms increases the changes in the governance process, which are understood as significant by the organization. In addition, it is important to consider the impact of change on individuals, due to ITG adoption. This reinforces that ITG is not just about the IT department, but also refers to its adoption and use throughout the organization as a key resource for the implementation of public policies and for following governmental strategies.Research limitations/implicationsThe predictive capacity of the proposed relationship model requires a larger number of confirmatory studies. Its application is suggested in other federative units or in private organizations.Practical implicationsOCB increases the predisposition to adopt ITG mechanisms, provided they understand that changes in the governance process are important to the organization. The change impact on individuals due to ITG adoption is also relevant, which shows that ITG is not only about the IT department, but also about IT adoption and its use throughout the organization.Originality/valueThe paper helps understanding the behavioral effects on the effectiveness of the GTI, since the simple adoption of GTI mechanisms does not guarantee that they are effective in achieving its objective of responding to governmental demands.
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Sánchez-Medina, Patricia S. "Organizational capability for change and performance in artisanal businesses in Mexico." Journal of Organizational Change Management 33, no. 2 (March 23, 2020): 415–31. http://dx.doi.org/10.1108/jocm-06-2018-0157.

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PurposeBusinesses in Mexico, particularly small and mid-sized companies, are faced with numerous challenges: a lack of competition, difficulty in positioning and maintaining oneself in the market, irrational use of natural resources, and poverty in the environment in which they develop. In spite of these problems, many are able to succeed; however, there is limited knowledge about how these businesses could implement organizational changes that would positively impact their results.Design/methodology/approachUsing dynamic capabilities theory and survey data obtained from pottery businesses in several artisan communities in Mexico through the application of face-to-face interviews, this paper analyzes the relationship between organizational capability for change (OCC) and economic and environmental performance.FindingsThis research proves that OCC positively and significantly impacts economic and environmental performance. Results contribute to the existing literature on OCC in the context of poverty.Originality/valueThis study offers empirical research that illustrates the relationship between OCC and the environmental and economic performance of pottery businesses. Additionally it contributes to a field of knowledge in progress; that is, OCC in contexts of subsistence where poverty is a constant issue. Artisans living in this context can also develop business capabilities that contribute to the permanence of their business in the market.
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ramezan, majid, Mohammad Ebrahim Sanjaghi, and Hassan Rahimian Kalateh baly. "Organizational change capacity and organizational performance." Journal of Knowledge-based Innovation in China 5, no. 3 (September 27, 2013): 188–212. http://dx.doi.org/10.1108/jkic-07-2013-0012.

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Heslin, Kathleen, and Jo-Anne Marr. "Building Organizational Capacity for Change." Healthcare Management Forum 21, no. 4 (December 2008): 44–49. http://dx.doi.org/10.1016/s0840-4704(10)60055-5.

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Soparnot, Richard. "The concept of organizational change capacity." Journal of Organizational Change Management 24, no. 5 (August 30, 2011): 640–61. http://dx.doi.org/10.1108/09534811111158903.

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JUDGE, WILLIAM Q., MARK BOWLER, and THOMAS DOUGLAS. "PREPARING FOR ORGANIZATIONAL CHANGE: EVOLUTION OF THE ORGANIZATIONAL CAPACITY FOR CHANGE CONSTRUCT." Academy of Management Proceedings 2006, no. 1 (August 2006): O1—O6. http://dx.doi.org/10.5465/ambpp.2006.27169501.

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Heckmann, Nadine, Thomas Steger, and Michael Dowling. "Organizational capacity for change, change experience, and change project performance." Journal of Business Research 69, no. 2 (February 2016): 777–84. http://dx.doi.org/10.1016/j.jbusres.2015.07.012.

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Spaulding, Aaron, Bita A. Kash, Christopher E. Johnson, and Larry Gamm. "Organizational capacity for change in health care." Health Care Management Review 42, no. 2 (2017): 151–61. http://dx.doi.org/10.1097/hmr.0000000000000096.

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Dissertations / Theses on the topic "Organizational Capacity for Change (OCC)"

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Ala-Mutka, Jonatan. "Powering Africa by Empowering its People : An Action Research study at a Zambian microgrid company building local capacity to reach large scale viability." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-261596.

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Despite recent advances in the global electrification rates, increasing from 76% in 1990 to 85% in 2012, the United Nations goal of universal access to electricity by 2030 is still far from achieved, with an estimated 1.1 billion people still without access to electricity. Over half of these live in Sub-Saharan Africa, with a majority in rural areas and extreme poverty. Major challenges are inert with the current electrification path of centralized grid extension, leaving these people without power in decades to come. Microgrids, a decentralized power system consisting of solar power generation, energy storage and distribution technology, has been hailed as the only option to provide life improving and productivity inducing power for rural communities in Africa. However, despite recent hype and development in the sector, the diffusion of microgrids is still incremental due to a lack of viable large-scale operation, required for profitability. This is explained by targeting customers in remote rural areas with low ability to pay, and the task of delivering expensive technology and complex operations needed to manage and operate the grids. No industry blueprint or research on how to operate microgrids at scale or profitably exists. This thesis explores one blueprint, with the promise to increase profitability and allow for a more sustainable scaling. Local Capacity building is a decentralized approach by developing capacity directly in the local communities, through recruiting, skills development and training of people to be employed to operate and manage their local microgrids. The results consist of a framework outlining what local capacity building is, through research propositions that define the key components capturing the complete system of local capacity building is for scaling a microgrid business, along with the challenges and opportunities associated with scaling a business using local capacity building. It has been developed iteratively by application of an action research approach conducted on a small-scale Zambian Microgrid company facing radical growth. The researcher was immersed in the context, at the heart of this change, and in a participatory and interventionist fashion turning every stone to explore what local capacity building is, resulting in a robust study anchored in the field. Because of the contextually embedded nature of the data, this also means that the results are local. It is up to the reader to assess the applicability of the results in another context. The extensive results span multiple areas of the business, capturing the complexity of local capacity building, and contribute to knowledge on a holistic level on what local capacity building is. This blueprint was deemed viable to further develop in the small-scale Zambian microgrid company, specifically because of its potential to lower operating expenses and offer a more sustainable way to scale, and in extension diffuse microgrids in Africa.
Trots en positiv utveckling i tillgång till el globalt, ökandes från 76% år 1990, till 85% år 2012, så är Förenta Nationernas mål om universell tillgång till el till år 2030, långt ifrån att bli uppfyllt. 1.1 miljarder människor estimeras vara utan tillgång till el globalt, där över hälften av dessa bor i Sub-Saharanska Afrika, med majoriteten levandes på landsbygden och i extrem fattigdom. Stora utmaningar finns med innevarande elektrifierings strategin, som handlar om centraliserad elproduktion och distribution genom ett centralt elnät, detta kommer att lämna dessa människor utan el under lång tid framöver. Mikronät, ett decentraliserat energisystem, som kan producera och distribuera el, har lyfts fram som det bästa alternativet för att försörja livsförbättrande och produktivitetsökande elektricitet för samhällen på landsbygden i Afrika. Dock, trots nylig hype och utveckling i mikronät sektorn, så är spridningen av mikronät fortfarande inkrementell, beroende av en brist på genomförbarheten av att driva mikronät verksamheten i stor skala, vilket krävs för lönsamhet. Detta förklaras av den fundamentala utmaningen i att inrikta sig mot kunder i avlägsna områden, med en låg förmåga att betala, kombinerat med leveransen av dyr teknologi, och de komplex operativa strukturerna som krävs. Det finns ingen forskning eller blåkopia i industrin som visar hur man skulle kunna bedriva mikronäts verksamhets i stor skala, eller på ett lönsamt vis. Denna forskning undersöker en möjlig sådan blåkopia, med löftet att öka lönsamheten och möjliggöra en mer hållbar spridning. Utveckling av lokal kapacitet, är ett decentraliserat tillvägagångssätt för att utveckla kapacitet direkt i dessa avlägsna samhällen, genom rekrytering, färdighetsutveckling och utbildning av människor för att bli anställda för att sköta deras lokala mikronät. Resultaten i studien består av ett ramverk som visar vad utveckling av lokal kapacitet innebär, genom forskningsförslag som definierar vilka nyckelkomponenter som krävs för att skala upp en mikronäts verksamhet, tillsammans med utmaningar och möjligheter för att göra detta. Ramverket har utvecklats iterativt genom applicering av Action Research, utförd i ett småskaligt mikronät företag i Zambia som står inför en radikal expansion. Forskaren var fördjupad i företagskontexten, i hjärtat av förändringen, och på ett ingripande och deltagande sätt vänt på varenda sten för att utforska vad utveckling av lokal kapacitet är. Detta resulterade i en robust studie, förankrad i verkligheten. På grund av den kontextuellt inbäddade naturen av datan, så betyder detta även att resultaten är lokala. Det är upp till läsaren att bedöma till vilken grad resultaten kan appliceras i en annan kontext. De omfattande resultaten spänner över många olika områden i företaget, och lyckas fånga komplexiteten i vad utveckling av lokal kapacitet är. Blåkopian som utvecklades, bedömdes värdefull att utveckla vidare i företaget där studien gjorde, specifikt för dess potential att minska de operativa kostnaderna och erbjuda ett mer hållbart sätt att skala verksamheten, och i förlängningen, erbjuda ett mer hållbart sätt att sprida tillgång till el i Afrika.
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Rockey, Debra M. "The Role of Efficacy in Organizational Change Capacity in a Primary Care Setting." Thesis, The Chicago School of Professional Psychology, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10250738.

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Healthcare is in a state of continuous change. The estimated failure rates for organizational change of 70% to 80% also exist within American hospitals and physician offices. Change research suggests that failure is not found in the process, but in the lack of consideration for the people during the change. A best practice approach to changing healthcare practices is the redesign of care teams. The transition to high-performing care teams requires renewed skills and behaviors, the willingness and ability to continuously change, and the belief that it can be successful. Self-efficacy, the belief in one’s abilities to perform a specific task or action, and group-efficacy, the belief in one’s group’s abilities to perform a specific task or action, have been used in research on individual health behaviors, and have not been studied with team work in the primary care setting. This cross-sectional, quantitative study explores the relationship between self-efficacy and group-efficacy, and their relationship to organizational change capacity in a primary care setting. Individuals with higher self-efficacy are likely to expend effort and persist at a task, and tolerate with adverse experiences. Teams of individuals with higher group-efficacy exhibit increased effort and perseverance to the group task, including a higher level of resilience to group experienced adversity. Both self-efficacy and group-efficacy are generative, providing opportunity to develop these as capabilities within primary care teams. Exploring these relationships provides insights for leveraging the limited and valued resources of primary healthcare in achieving successful change.

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Martin, Teddi Eberly. "Using Complexity Thinking to Build Adaptive Capacity in Schools: an Analysis of Organizational Change in California." Thesis, University of North Texas, 2014. https://digital.library.unt.edu/ark:/67531/metadc500210/.

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In response to reductionist neoliberal approaches to organizational change that have been prevalent in American education since the 1980s, some educators have begun to employ a whole-systems approach to improving student learning. These approaches, based in complexity sciences, recognize the nonlinear, unpredictable nature of learning and the interconnected relationships among myriad factors that influence the teaching/learning that occurs in schools. In the summer preceding the 2011-2012 school year, a cohort of educators from California Unified School District participated in a 10-day training regarding human systems dynamics (HSD) and complexity thinking. Their goal was to build adaptive capacity throughout the district in the pursuit of improving student learning. Through analysis of the interviews from seven target participants from this training, this study investigates what target participants report regarding their use of HSD methods and models in their work in schools across the 2011-2012 school year. Findings indicate that target participants displayed distinct arcs of use of HSD methods/models. In addition, findings suggest that target participants’ need for support in learning and implementing HSD methods/models, the influence of systemic and individual history, and the role of agency affected their “arcs of use.” This study illuminates the ways in which HSD methods/models support both organizational change efforts and the ways in which teaching/learning occur in the classroom, including the applicability of HSD methods/models in building collaborative cultures and in helping students develop the kinds of thinking required in the use of 21st-century literacies.
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Eagar, Ryan. "The social construction of 'capacity building': a grounded theory study of organisation development consultants' accounts." Thesis, Rhodes University, 1999. http://hdl.handle.net/10962/d1002478.

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The primary aim of this thesis is to explore, through organisation development (OD) consultants' accounts, the meaning of 'capacity building' in the South African development context. The need for theory development in this area is apparent from two interrelated vantage points. Firstly, while 'capacity building' is an increasingly espoused development approach, it is seen to be a confusing and ill-defined concept, for which there exists no adequate theory. Secondly, there is an growing call within the OD field to perfonn 'recOIlllaissance' (Weick,1990) on OD as it is being practised in different socio-historical and organisational contexts, so as to discern future trends for this discipline. Due to the lack of documented debate which grounds OD issues in the South African development sector, OD practitioners' 'capacity building' interventions were seen to provide suitably unchartered terrain for this study. Given that theory generation was intended, the general epistemological principles provided by Glaser and Strauss's (1967) 'grounded theory' methodology were adopted. As a way of avoiding some of the criticisms and limitations of this approach, this thesis followed later conceptualisations of this method, in particular its reframing within the social constructionist idiom. In accordance with this perspective, this study directed attention to the ways in which OD consultants, in a non-governmental organisational (NGO) sector known as 'intermediary' NGOs, accounted for their 'capacity building' role in this development context. The results, based on in-depth interviews with ten OD consultants, indicate that 'capacity building' is an elusive and inchoate concept with more than one meaning for the participants. Their narrative account variously constructs 'capacity building' as value-driven OD process facilitation; funder and market regulated service provision; and people-driven product delivery. As a result of this multi-vocal construction, the participants' accounts reveal that OD consultancy in this sector is primarily concerned with 'managing the tensions' of the consultants' ambiguous and contradictory roles. By examining how the tensions articulated by the consultants inhere in their relationship to the environment in which they operate, this thesis firstly explores how the contradiction and anlbiguity attached to this concept can be traced to different stakeholder expectations of 'capacity building'. Secondly, it exanlines how these different stakeholder discourses conflict with each other and with an OD perspective. Thirdly, through an explication of the core category of 'managing tensions', it explores the image of OD consulting as a 'shifting and inconstant balancing act'. Fourthly, it shows how there exist wider contextual forces operating in the development sector which serve to throw these consultants 'off balance' and into delimited and 'received' service provision roles which run counter to their raison d'etre. Finally, the research examines new ways of approaching the 'capacity building' question and of understanding the nature of OD consultancy. It concludes with an attempt to respond to a conceptual aporia in OD literature by examining possible alternative images and metaphors for the role of the OD consultant.
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Alexander, Virna Greer. "A capacity building assessment of TB Care Association : a case study." Thesis, Stellenbosch : Stellenbosch University, 2006. http://hdl.handle.net/10019.1/50551.

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Thesis (MBA)--Stellenbosch University, 2006.
ENGLISH ABSTRACT: Non-profit organisations play an increasingly important role in our society as they often represent community interests. The ability of the non-profit sector to perform effectively has become more critical. In order to maintain their value and effectiveness they require continuous renewal. The increased demand placed on this sector as it partners with government to deliver basic services to the community has amplified the need for this renewal process. The non-profit sector is constantly required to develop new ways of building its capacity in an attempt to meet its challenges. Despite the emphasis placed on the importance of capacity building, the term itse~ is frequently too expansive to be meaningful to decision makers. This paper attempts to develop a working definition of capacity building and assess the capacity building levels of TB Care Association. TB Care Association, founded in 1929, provides a service to tuberculosis patients and their families. Over the last decade, the organisation has moved from being a welfare organisation to a developmental health promotion organisation. The survey conducted on TB Care Association indicates that the scores obtained by the organisation coincide with the organisation's stage of development according to Korten (Mukasa, 2003). The results further revealed that fund raising, over dependence on government funding, lack of succession planning and human resources strategies are potential issues that could impede organisational growth and development.
AFRIKAANSE OPSOMMING: Nie-vir-wins organisasies speel 'n al hoe meer belangrike rol in ons samelewing deurdat hulle die belang van die gemeenskap op die hart dra. Die vermoe van hierdie sektor om effektief te wees raak dus al hoe belangriker. Om voortdurend die vlak van waarde en effektiwiteit vol te hou vereis voortdurende vernuwing. Die toenemende vereistes wat gestel word aan hierdie organisasies deurdat hulle met die regering saamspan om basiese dienste te lewer aan die gemeenskap, het die nodigheid van hierdie vernuwende proses beklemtoon. Die nie-vir-wins sektor moet gedurig nuwe maniere vind om kapasiteit te bou om hierdie uitdagings die hoof te bied. Ten spyte van die klem wat geplaas word op kapasiteitsbou, is die term self gereeld te wyd om betekenisvol te wees vir besluitnemers. Hierdie verslag poog om 'n prakties-georienteerde definisie van kapasiteitsbou daar te stel en om die kapasiteitsbou vlakke binne die TB Sorg Vereniging te bepaal. Die TB Sorg Vereniging, gestig in 1929, bied 'n diens aan tuberkulose pasiente en hul families. Oor die laaste dekade het die vereniging beweeg van 'n maatskaplike rol tot die van 'n vereniging wat fokus op die bevording van ontwikkelingsgesondheid. Die opname by die TB Sorg Vereniging toon dat die tellings behaal deur die instansie ooreenstem met die fase van ontwikkeling soos voorgestel deur Korten (Mukasa, 2003). Die resultate toon verder dat fonds-insameling, oor-afhanklikheid van regeringsfondse, 'n tekort aan opvolger-beplanning en menslike hulpbron strategiee moontlike knelpunte kan wees wat organisatoriese groei en ontwikkeling kan belemmer.
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Rowe, Sarah Ellen. "Perceptions of UVM Extension Children, Youth and Families at Risk Professionals as a Learning Organization." ScholarWorks @ UVM, 2007. http://scholarworks.uvm.edu/graddis/202.

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Children, Youth and Families at Risk (CYFAR) is a national program developed by Cooperative Extension’s federal partner, Cooperative State, Research, Education and Extension Service (CSREES). In collaboration with its federal partner and in concert with state extension systems across the nation, UVM Extension conducted an organizational change survey in 1998, 2000, and 2004 with a selected sample of UVM Extension professionals to determine the organization’s capacity to address issues of CYFAR. Findings from these three surveys showed that Extension had not substantively altered its organizational practices in alignment with the goals of the national program. In order to stimulate new strategic planning for the program, this study set about to assess the capacity of staff from UVM Extension to promote organizational learning. Grounded in the literature of organizational learning, this study administered a 43 item survey instrument called the Dimension of the Learning Organization Questionnaire (DLOQ) to Extension employees. As a strategic planning tool, the survey identifies organizational learning opportunities at the individual, team, and organizational level. Following the Total Design Method, the web-based survey was launched September 2006, with a response rate of 68% (n=63). Findings from the new survey continue to indicate limited organizational capacity to meet national goals for CYFAR program. Interestingly, nearly 70% of survey respondents reported participation in programming for children, youth and families at risk, a percentage greater than those formally assigned to CYFAR activities. Regardless of formal assignment, however, CYFAR employees and non-CYFAR employees did not significantly differ in their survey responses across a variety of organizational measures. Prior training to develop organizational capacity in line with national goals appears to be falling short of expectations. Implications for these shortcomings are discussed and used to frame an action plan for development of this program.
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Srivastava, Saurabh. "Exploring the Relationship between Strategic Thinking and Absorptive Capacity: A Proposed Typology." Thesis, University of North Texas, 2017. https://digital.library.unt.edu/ark:/67531/metadc1062902/.

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Absorptive capacity plays an important role in the organizational adaptation process. Prior research on absorptive capacity focuses on its role in organizational outcomes such as financial performance, innovation, new product development, etc. Recently, scholars have called for research on factors that influence absorptive capacity. Because absorptive capacity plays a vital role in achieving organizational outcomes, it behooves us to improve our understanding of absorptive capacity and its antecedents to serve both researchers and practitioners. In this investigation, strategic thinking is posited to be a key antecedent of absorptive capacity. Capability theory suggests that strategic thinking is a metaphysical (higher order) capability that influences an organization's absorptive capacity. Combining this argument with Miles and Snow's typology of organizational adaptation process, it is posited that the relationship between strategic thinking and absorptive capacity can be clustered into different "groups." Prospectors, defenders, and analyzers, characterized in Miles and Snow's typology of firms are viewed as distinctive groups that exhibit different relationships between strategic thinking and absorptive capacity. Results from an empirical examination suggest that strategic thinking is positively related to absorptive capacity. The results also suggest that the relationship between these two constructs is different between these groups and that the strategic thinking of prospectors has a weaker relationship with absorptive capacity than other type of firms.
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Vargas, Katiuscia de Fátima Schiemer. "Estilo gerencial e capacidade organizacional para mudança: um estudo de caso em uma empresa do setor de implementos rodoviários." Universidade Federal de Santa Maria, 2013. http://repositorio.ufsm.br/handle/1/4669.

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This study aims to identify the relationship between management styles and the factors that facilitate or hinder organizational changes. Therefore, has been carried out a descriptive and quantitative character survey, through a case study on a company of road implement sector. As a theoretical and data collection basis had been used two instruments with already validated scales: (i) Assessment Scale of Managerial Style (EAEG) - (Melo, 2004), and (ii) Instrument of Organizational Capacity for Change (Neiva, 2004). It was obtained the participation of 307 (three hundred and seven) employees of the company under study. The data were analyzed using descriptive statistics and correlations. Regarding the management style of managers, has been analyzed the styles oriented to the task, the relationship and the situational style, and it was found that, as perceived by the employees, most exercise a task oriented management. When investigating the organizational capacity to change, it was found that, in general, the company has low capacity to change. In turn, the analysis of the standardized mean of the factors that facilitate or hinder transactional change revealed that the organization under study presents levels classified as low for all constructs that comprise these factors, highlighting Bureaucracy and Organizational Continuity and Autonomy of Units and People as factors of high and low level, respectively. Analyzing the average of the factors that facilitate or hinder transformational change, stands out the most significant average, of Turbulence in External Environment, and the very low average of Supportive Coalitions of Change. The investigation of the relationships between management styles and factors that facilitate or hinder organizational change showed that all correlations were significant, positive and moderate, where: among all the management styles investigated and the factors that facilitate change transactional, the associations were of greater intensity with the construct Direction, Flexibility and Reliability in Performance Management; and, among all the management styles and factors that facilitate or hinder transformational change, the associations were of greater intensity with the construct Information Flow. The results allow to infer that the management styles relate to the same constructs of the factors that make up the organizational capacity for change. In other words, regardless of the focus of the manager be oriented to the tasks and results, interpersonal relationships or suitable to the context situation, the influence on the capacity to change is the same.
Este estudo busca identificar a relação entre o estilo gerencial e os fatores que facilitam ou dificultam as mudanças organizacionais. Para tanto, realizou-se uma pesquisa de caráter descritivo e quantitativo, valendo-se de um estudo de caso em uma empresa do setor de implementos rodoviários. Como base teórica e de coleta de dados utilizou-se dois instrumentos com escalas já validadas: (i) Escala de Avaliação do Estilo Gerencial (EAEG) (Melo, 2004); e (ii) Instrumento de Capacidade Organizacional para Mudança (Neiva, 2004). Obteve-se a participação de 307 (trezentos e sete) colaboradores da empresa em estudo. Os dados foram tratados por meio de estatísticas descritivas e correlações. Com relação ao estilo de gerenciar dos gerentes, analisaram-se os estilos orientados à tarefa, ao relacionamento e o estilo situacional e verificou-se que, segundo a percepção dos colaboradores, a maioria exerce uma gestão orientada para a tarefa. Ao investigar a capacidade organizacional para mudança verificou-se que, de modo geral, a empresa possui baixa capacidade para mudar. Por sua vez, a análise das médias padronizadas dos fatores que facilitam ou dificultam a mudança transacional revelou que a organização em estudo apresenta níveis classificados como baixos para todos os construtos que compõem estes fatores, destacando-se a Burocracia e Continuísmo Organizacional e Autonomia de Unidades e Pessoas como os fatores de maior e menor nível, respectivamente. Analisando a média dos fatores que facilitam ou dificultam a mudança transformacional, destacam-se a média mais expressiva, de Turbulência no Ambiente Externo e a menos expressiva de Coalizões Apoiadoras da Mudança. A investigação das relações entre os estilos gerenciais e os fatores que facilitam ou dificultam a mudança organizacional demonstrou que todas as correlações foram significativas, positivas e moderadas, sendo que: entre todos os estilos gerenciais investigados e os fatores que facilitam a mudança transacional, as associações de maior intensidade foram com o construto Direção, Flexibilidade e Confiança na Atuação Gerencial e, entre todos os estilos gerenciais e os fatores que facilitam ou dificultam a mudança transformacional, as associações de maior intensidade foram com o construto Fluxo de Informação. Os resultados permitem inferir que os estilos gerenciais relacionam-se com os mesmos construtos dos fatores que compõem a capacidade organizacional para mudança. Ou seja, independentemente do foco de atuação do gerente ser orientado às tarefas e resultados, voltado para as relações interpessoais ou se adequar conforme o contexto da situação, a influência sobre a capacidade para mudar é a mesma.
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Liozu, Stephan M. "Pricing Capabilities and Firm Performance: A Socio-Technical Framework for the Adoption of Pricing as a Transformational Innovation." Case Western Reserve University School of Graduate Studies / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=case1364839749.

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André, Karin. "Climate change adaptation processes : Regional and sectoral stakeholder perspectives." Doctoral thesis, Linköpings universitet, Tema vatten i natur och samhälle, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-90500.

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This thesis analyses how societal adaptation processes in public and private sectors at the regional to local level in Sweden are enacted. The thesis pays particular attention to critical factors that constrain or enable adaptation by focussing on: who are the stakeholders, how do different stakeholders perceive their capacity to adapt, and the role of stakeholder interaction in facilitating adaptation processes A combination of two analytical perspectives is used where one is based on key concepts within adaptation literature, and the other draws on boundary crossing and transdisciplinary knowledge production (stakeholders, adaptive capacity, and science-based stakeholder dialogues). The study is conducted within the scope of two overall case studies of local adaptation processes within an urban region, and a land-use based sector, the private forestry sector. The cases are setting the scene for the collection of empirical material which is achieved through qualitative methods, primarily focus groups discussions with local and regional, public and private stakeholders with an interest in, and responsibility for adaptation. The focus groups meetings are organized as a series of meetings to which different participatory techniques are applied. The study also builds on a comprehensive stakeholder mapping. First, the results suggest a systematic method for identifying stakeholders in adaptation research, policy, and planning applicable in both sectors and regions that combines top-down knowledge with experience and knowledge based on bottom-up processes. Second, the analysis of perceived adaptive capacities reveal several facilitating and constraining factors that relates both to the characteristics of climate risks, experience of climate variability and extreme weather events, and responsibility- and decision-making structures. Third, the analysis of the interaction between local experts and scientists show that there is potential for the boundary spanning function of science-based stakeholder dialogues in facilitating adaptation through stimulating questions and sharing different knowledge bases and experiences among the participants. However further attention needs to be taken to the institutional environment and the role of so called anchoring devices that help local experts to contextualise, discus and thus anchor scientific knowledge in their own decision-making context. In conclusion, there are both commonalities between adaptation processes in the two case studies and some marked differences, e.g., regarding the concept of adaptation, what type of adaptation actions that are identified, the perceived opportunities for adaptation and degree of complexity.
Denna avhandling analyserar hur klimatanpassningsprocesser inom privata och offentliga sektorer på regional till lokal nivå i Sverige initieras, utvecklas och genomförs. Avhandlingen ägnar särskild uppmärksamhet åt identifiering av vilka intressenter (”stakeholders”) som är involverade i att underlätta och genomföra anpassning, uppfattningar om anpassningsförmåga samt vilken roll interaktion mellan olika intressenter kan ha för att underlätta anpassning. En kombination av två analytiska perspektiv används som bygger på tidigare forskning om klimatanpassningsprocesser samt transdisciplinär kunskapsproduktion. Studien genomförs inom ramen för två övergripande fallstudier av anpassningsprocesser i en urban region samt den privata skogssektorn. Fallstudierna utgör grunden för insamlingen av det empiriska materialet som bygger på kvalitativa metoder. Den främsta metoden är fokusgruppsdiskussioner med lokala och regionala, privata och offentliga aktörer med intresse av, eller ansvar för klimatanpassning. Fokusgrupperna organiseras som en serie möten där olika deltagandetekniker tillämpas. Studien bygger också på en omfattande intressentkartläggning. I avhandlingen utvecklas och ges förslag på en stegvis metod för att identifiera intressenter för anpassningsprocesser som kan användas inom forskning och praktik. Studien analyserar också hur olika intressentgrupper upplever förmågan att hantera klimatförändringar. Ett antal möjliggörande och begränsande faktorer identifieras så som karaktären på de upplevda klimatriskerna, erfarenhet av klimatvariationer och extrema väderhändelser, samt ansvar- och beslutsstrukturer. Slutligen, analyseras om och i så fall hur interaktionen mellan lokala experter och forskare som deltar i intressantdialoger (”science-based stakeholder dialogues”) kan underlätta anpassning. Resultaten visar att det finns potential genom att deltagarna ges möjlighet att ställa frågor tillvarandra och dela med sig av sina olika kunskapsbaser och erfarenheter, samt utforska olika anpassningsalternativ. Däremot behövs vidare studier för att undersöka betydelsen av det institutionella sammanhanget samt hur olika verktyg (”anchoring devices”) kan bidra när det gäller att förankra och omsätta kunskap om klimatförändringar i olika beslutskontexter. Avslutningsvis visar denna studie på att det finns både likheter och skillnader i hur anpassningsprocesser kommer till uttryck bland de olika aktörsgrupperna inom fallstudierna, t.ex. när det gäller hur begreppet anpassning används, vilken typ av anpassning som identifieras, upplevda möjligheter för anpassning samt graden av komplexitet.
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Books on the topic "Organizational Capacity for Change (OCC)"

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Rist, Ray C. Influencing change: Evaluation and capacity building. Washington, D.C: World Bank, 2011.

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1948-, Webster Douglas W., ed. Chasing change: Building organizational capacity in a turbulent environment. Hoboken, N.J: John Wiley & Sons, 2009.

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Siddiqi, Kashif. Capacity assessment report information technology department government of Balochistan. Quetta: Governnment of Balochistan, 2008.

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Rist, Ray C., Frédéric Martin, and Marie-Helene Boily. Influencing change: Building evaluation capacity to strengthen governance. Washington, D.C: World Bank, 2011.

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Navigating the organizational lifecycle: A capacity-building guide for nonprofit leaders. Washington, DC: BoardSource, 2006.

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1973-, Sherman Anne, ed. Building nonprofit capacity: A guide to managing change through organizational lifecycles. San Francisco: Jossey-Bass, 2012.

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Making change happen one person at a time: Assessing change capacity within your organization. New York: AMACOM, 2001.

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Bangura, Yusuf. Public sector restructuring: The institutional and social effects of fiscal, managerial and capacity-building reforms. Geneva, Switzerland: UNRISD, 2000.

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Hinrichs, Gina. Large scale change for non-profits: A playbook for social sector capacity building. Charlotte, NC: Information Age Publishing Inc., 2015.

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W, Young Doyle, ed. The ever-changing organization: Creating the capacity for continuous change, learning, and improvement. Boca Raton, Fla: St. Lucie Press, 2000.

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Book chapters on the topic "Organizational Capacity for Change (OCC)"

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Brown, Richard. "Winners and Losers in the West: Ranking by Adjustment Capacity." In Organizational Strategy and Technological Adaptation to Global Change, 85–98. London: Palgrave Macmillan UK, 1998. http://dx.doi.org/10.1007/978-1-349-14602-4_7.

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Elkordy, Angela, and Jessica Iovinelli. "Competencies, Culture, and Change: A Model for Digital Transformation in K-12 Educational Contexts." In Digital Transformation of Learning Organizations, 203–18. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-55878-9_12.

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AbstractOn the surface, adopting technology presents itself as a technical issue. Yet, the real challenge of digital transformation in educational contexts necessitates a second-order change to disrupt and realign interconnected systems. A significant component of digital transformation in K-12 schools is an understanding of the unique affordances of digital tools and technologies and how these can be leveraged to align with learning goals and targets to impact teaching and learning in new ways. While there are several models for innovation diffusion and technology adoption in K-12 contexts, they fall short, particularly in describing the nature and interactions of these interconnected systems. These aspects of technology implementation remain a mystery. As a result, efforts to enact change in K-12 organizations often fall short due to a lack of understanding of context, inadequate goal-setting, insufficient professional development and personalized supports to build capacity, and a failure to evaluate progress. In K-12 educational settings, the people, the competencies, and the culture, alongside the strong leadership, resources, and organizational context, are all essential to effect sustainable change. We propose a model for digital transformation that considers all of these factors and interconnected systems.
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Woodall, James, and Simon Rowlands. "Professional practice." In Health promotion: global principles and practice, 148–85. Wallingford: CABI, 2021. http://dx.doi.org/10.1079/9781789245332.0148.

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Abstract This book chapter seeks to: (i) explore the role of the settings approach to health promotion and the need for organizational change; (ii) discuss the importance of evidence-based practice and evaluation; (iii) describe some of the ethical issues in practising health promotion; (iv) suggest a means of overcoming the top-down/bottom-up tensions in practice; (v) explore the need for developing partnerships between civil society, NGOs, and private and public sectors; and (vi) outline the skills and competencies of health promoters practising in the 21st century. This chapter has attempted to discuss some challenges in the practice of health promotion, ending on the challenges in terms of the skills required to do health promotion work. Some of these challenges reoccur in the next chapter, particularly when discussing capacity building for health promotion at a societal level rather than the individual level.
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Woodall, James, and Simon Rowlands. "Professional practice." In Health promotion: global principles and practice, 148–85. 2nd ed. Wallingford: CABI, 2021. http://dx.doi.org/10.1079/9781789245332.0005.

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Abstract This book chapter seeks to: (i) explore the role of the settings approach to health promotion and the need for organizational change; (ii) discuss the importance of evidence-based practice and evaluation; (iii) describe some of the ethical issues in practising health promotion; (iv) suggest a means of overcoming the top-down/bottom-up tensions in practice; (v) explore the need for developing partnerships between civil society, NGOs, and private and public sectors; and (vi) outline the skills and competencies of health promoters practising in the 21st century. This chapter has attempted to discuss some challenges in the practice of health promotion, ending on the challenges in terms of the skills required to do health promotion work. Some of these challenges reoccur in the next chapter, particularly when discussing capacity building for health promotion at a societal level rather than the individual level.
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Norris, Sharon E., and Tracey H. Porter. "The Influence of Spirituality in the Workplace and Perceived Organizational Support on Organizational Citizenship Behaviors for Strategic Success." In Research Anthology on Religious Impacts on Society, 1–25. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-3435-9.ch001.

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In today's competitive organizational environment, strategic leaders depend upon employees with the capacity to continually change, innovate and improve, making highly engaged workers more valuable than ever (Norris, 2013). These changing conditions require the strategic cultivation of a workforce willing to contribute to the effective functioning of the organization through discretionary organizational citizenship behaviors (OCBs). Using the survey method, we obtained data from 232 working professionals from a large metropolitan area in the Midwest and tested the extent to which spirituality in the workplace and perceived organizational support influenced the exhibition of OCBs. Our findings show that spirituality in the workplace exerts influence on altruism, conscientiousness, and courtesy, which represent interpersonally directed OCBs, and perceived organizational support exerts influence on civic virtue, which is an organizationally directed OCB.
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Norris, Sharon E., and Tracey H. Porter. "The Influence of Spirituality in the Workplace and Perceived Organizational Support on Organizational Citizenship Behaviors for Strategic Success." In Encyclopedia of Strategic Leadership and Management, 1140–62. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1049-9.ch080.

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In today's competitive organizational environment, strategic leaders depend upon employees with the capacity to continually change, innovate and improve, making highly engaged workers more valuable than ever (Norris, 2013). These changing conditions require the strategic cultivation of a workforce willing to contribute to the effective functioning of the organization through discretionary organizational citizenship behaviors (OCBs). Using the survey method, we obtained data from 232 working professionals from a large metropolitan area in the Midwest and tested the extent to which spirituality in the workplace and perceived organizational support influenced the exhibition of OCBs. Our findings show that spirituality in the workplace exerts influence on altruism, conscientiousness, and courtesy, which represent interpersonally directed OCBs, and perceived organizational support exerts influence on civic virtue, which is an organizationally directed OCB.
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"Capacity for Change: Organizational Support for Teaching for Understanding." In Understanding Mathematics and Science Matters, 307–21. Routledge, 2005. http://dx.doi.org/10.4324/9781410612618-22.

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Packard, Thomas. "Improvement Methods for Human Service Organizations." In Organizational Change for the Human Services, 275–91. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780197549995.003.0018.

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A number of methods for improving organizational operations are becoming more common in human service organizations. Capacity building typically addresses enhancing management systems capacity in areas such as strategic planning, information systems, and fund development. Benchmarking and best practices are tools that can be used at the level of the entire organization or for specific service delivery practices to search for models that can be adapted to one’s own organization. Implementing evidence-based practices, known broadly as implementation science, is a very common organizational change challenge for human service organizations these days. Formal evidence-based practice implementation methods for human service organizations include the exploration, adoption/preparation, implementation, and sustainment model and the work of the National Implementation Research Network. Organizational learning and learning organization principles are become increasingly better known in human service organizations and actually represent an arena of organizational change that can help organizations develop ongoing methods for continuous improvement.
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Carnes, Matthew E. "Explaining Enduring Labor Codes in Developing Countries: Skill Distributions and the Organizational Capacity of Labor." In Continuity Despite Change, 19–48. Stanford University Press, 2014. http://dx.doi.org/10.11126/stanford/9780804789431.003.0001.

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"Chapter 1. Explaining Enduring Labor Codes in Developing Countries: Skill Distributions and the Organizational Capacity of Labor." In Continuity Despite Change, 19–48. Stanford University Press, 2020. http://dx.doi.org/10.1515/9780804792424-005.

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Conference papers on the topic "Organizational Capacity for Change (OCC)"

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Raamadani, Firman Bayu, Ayu Aprilianti Lizar, Nayunda Andika Sari, and Aryana Satrya. "Developing Organizational Capacity for Change: The Role of Leader and Trust in the Indonesian Healthcare and Social Security Agency." In Proceedings of the 12th International Conference on Business and Management Research (ICBMR 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icbmr-18.2019.8.

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Hickerson, H. Thomas. "A New Synthesis: Research Resources to Research Experiences." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317153.

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Libraries should develop a new model for providing information resources and analytical tools for the use of scholars working in the current multidisciplinary research environment. This model, A New Synthesis, based on today’s research experience should replace the present concept of the “collection budget.” Sources are proliferating and traditional scholarly resources are no longer at the core. Research itself has changed. Previously, finding information was primary, but now information is plentiful and today’s challenges are to understand, analyze, and extract insight from these vast resources. To address this challenge, newly designed libraries are appearing that are radically different, reconceptualizing learning spaces, technological infrastructure, and research labs for scholars and students. Yet, the concept of the collection budget is little changed. We must embrace a paradigm that allows us to envision holistically the development and investment necessary to support current research. To enable expanded capacity for supporting today’s Grand Challenge research and to ensure the critical relevancy of academic libraries in this endeavor, we must employ a new synthesis. Sources can no longer be viewed independently from the tools needed to analyze them. Critical elements include: redeploying funds to an array of open platforms; shifting the focus from access to knowledge creation; and investing in spaces, technology, and people that will help researchers solve problems in new ways. We are at a moment when building these services and placing them at the heart of libraries requires fundamental organizational and financial change. Reconceiving current spending on collections is essential to this change.
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Reports on the topic "Organizational Capacity for Change (OCC)"

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McGuire, John. Leadership strategies for culture change: Developing change leadership as an organizational core capacity. Center for Creative Leadership, October 2003. http://dx.doi.org/10.35613/ccl.2003.2009.

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