Change competence: An integrative literature review.
BACKGROUND: Organizations are in a state of continual evolution, driven by the relentless shifts in their external environments. Numerous theories have been proposed to understand the essential skills and capabilities for successful organizational change. Yet, there remains a gap in capturing a holi...
| Publicado en: | Work Vol. 79; no. 3; pp. 569 - 585 |
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| Autores principales: | , , |
| Formato: | research systematic review tables/charts Journal Article |
| Publicado: |
Sage Publications Inc.
2024
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=180404112&site=ehost-live header: @attributes: shortDbName: ccm uiTerm: 180404112 longDbName: CINAHL Complete uiTag: AN controlInfo: bkinfo: dissinfo: jinfo: jid: 10519815 3RC jtl: Work issn: 10519815 maglogo: N pubinfo: dt: 2024 vid: 79 iid: 3 pid: 344 pub: Sage Publications Inc. place: Thousand Oaks, California artinfo: ui: 180404112 175970762 180404112 180404112 10.3233/WOR-230633 180404112 ppf: 569 ppct: 16 formats: fmt: – @attributes: type: T – @attributes: type: P tig: atl: Change competence: An integrative literature review. aug: au: Reineholm, Cathrine Lundqvist, Daniel Wallo, Andreas affil: Department of Behavioural Sciences and Learning, Linköping University, Linköping, Sweden sug: subj: Organizational Change Professional Competence Change Management Human Systematic Review Management Styles Decision Making Professional Autonomy Attitude to Change Learning Methods Thematic Analysis Work Environment Organizational Culture Funding Source ab: BACKGROUND: Organizations are in a state of continual evolution, driven by the relentless shifts in their external environments. Numerous theories have been proposed to understand the essential skills and capabilities for successful organizational change. Yet, there remains a gap in capturing a holistic view necessary to fully comprehend the dynamics of competence in today's rapidly changing landscape. OBJECTIVE: This research aims to explore and consolidate the concept of 'competence' in the context of organizational change processes. METHODS: Employing an integrative literature review approach, a total of 3,230 studies were screened. Out of these, 32 studies were selected based on strict relevance and quality criteria, providing a robust foundation for the analysis. RESULTS: The findings reveal a multi-layered nature of organizational change, highlighting that the nature and prerequisites of change vary significantly across different organizational levels. By applying a competence lens, we discern how required competence during change are not uniform but rather vary depending on whether they are applied in an operational or strategic context. This demonstrates a nuanced, level-dependent variability in change competence across the organizational hierarchy. CONCLUSION: We conceptualize 'change competence' as a dual-faceted construct. It encompasses both the capacity to leverage existing organizational competence and the adeptness to develop new competence, thereby meeting the evolving demands imposed by both internal and external drivers of change. This comprehensive understanding paves the way for more effective strategies in managing organizational change. pubtype: Academic Journal doctype: research systematic review tables/charts Journal Article ougenre: Article language: English refInfo: holdings: @attributes: islocal: N |
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