Abstract
The increasing prevalence of global geo-political tensions and wars across the world has highlighted that we are in an era of multiple socio-political and economic crises – academically categorised as poly-crises (i.e., multiple disruptions impacting on organisational and human capabilities and well-being). However, this academic explosion is constrained in its examination of what constitutes the full range of the crises and how organisations and people respond. Alternatively, growing calls in OTCD scholarship to revisit fundamental capabilities on organisations’ human-centric readiness for future crisis provides the basis for this developmental paper. By drawing from the Crisis and organisational change literature, and significant contributions from Dynamic Capabilities Model, the aim of the current exploration is to investigate organisational and people-level readiness for such types of change. Firstly, I plan to conceptually investigate the range and types of poly-crises in extant research and literature. Secondly, I plan to synthesise the findings from the conceptual exploration, with the view to highlighting which individual and organisational behaviours are better suited to address poly-crises change. Thirdly, I plan to critique the extent of the relationship between capabilities theory, poly-crises change and resilience capability, with the future aim of developing an organizational and employee adaptabilities’ framework to fill the gap between the change challenges and employees and organisations capabilities to adapt. Finally, I will conduct an empirical study and contribute a poly-crises model on change.