Abstract
Organizational change is the ‘new normal,’ and existing in an environment of incremental and frame-breaking change, organizations are exposed to excessive change with little room to navigate such change. The key to dealing with excessive change is the organization's ability to build organizational change capacities, which rests crucially on the level of engagement of employees. Extant literature suggests that organizational learning enables organizational change capacity, and change implementation requires that employees are motivated to enact new behaviors, while adaptive behaviors are seen to be driven by emotions. Employees exposed to such change are charged with a repertoire of both positive and negative emotions, where positive emotions translate into positive organizational change invoked by attitudes of engagement. We develop a conceptual framework for excessive change scenarios indicating that employee engagement is a critical link to positively augment the effect of organizational change capacity, necessitating either organizational change success or failure.