Abstract
In out current world, the pace of change is ever-increasing. Thus, capabilities linked to the management of organizational change facilitate organizations to navigate through constant changes. However, the field of organizational change capability (OCC) has only recently begun to gain more attention as a focus of study. As recent advances show, definitions and descriptions on organizational change capability still suffer from a lack of preciseness. Furthermore, empirical studies on organizational change capability appear significantly underrepresented. In this paper, these shortcomings are addressed via an empirical study, mapping how organizations’ change-makers approach the concept of organizational change capability. The findings suggest that organizational change capability is linked to four clusters of capabilities: the individual and the culture supporting individuals in change; a functioning framework; enabling processes and coordination; and two-way systems. This paper contributes to studies on organizational change capability and to the development of the concept of organizational change capability by bringing the voices of the organizations to the discussion. The four empirically derived capability clusters are introduced as a novel approach towards the concept of organizational change capability.