Professor Julie Hodges julie.hodges@durham.ac.uk
Professor
Building capabilities for change: the crucial role of resilience
Hodges, J.
Authors
Abstract
Purpose: This paper aims to discuss the importance of building internal capabilities for change. The main elements of building capabilities are highlighted, along with the benefits. In particular, there is focus on building resilience and how it can help people to respond to and cope with changes more effectively and efficiently. The paper concludes by emphasizing that developing resilience takes time but that research shows that it can impact on how individuals engage in organizational change. Design/methodology/approach: The approach taken is a review of the literature. Data are also used from a group of executive MBA students who were asked what capabilities they thought were necessary to lead and manage change. Findings: Findings show that resilience is a key capability for leading and managing organizational change. The components of resilience play a vital role in enabling people to cope with change. Practical implications: The practical implications are that organizations need to develop the capabilities for change to ensure that change is sustained in organizations. Managers and HR staff should consider ways of building capabilities for change, especially resilience. Originality/value: The value of this paper is that it emphasizes the importance of building capabilities for change, especially resilience.
Citation
Hodges, J. (2017). Building capabilities for change: the crucial role of resilience. Development and Learning in Organizations, 31(1), 5-8. https://doi.org/10.1108/dlo-07-2016-0064
Journal Article Type | Article |
---|---|
Acceptance Date | Dec 12, 2016 |
Online Publication Date | Jan 3, 2017 |
Publication Date | Jan 3, 2017 |
Deposit Date | Sep 19, 2016 |
Publicly Available Date | Sep 19, 2016 |
Journal | Development and Learning in Organizations |
Print ISSN | 1477-7282 |
Publisher | Emerald |
Peer Reviewed | Peer Reviewed |
Volume | 31 |
Issue | 1 |
Pages | 5-8 |
DOI | https://doi.org/10.1108/dlo-07-2016-0064 |
Public URL | https://durham-repository.worktribe.com/output/1374844 |
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Copyright Statement
This article is © Emerald Group Publishing and permission has been granted for this version to appear here http://dro.dur.ac.uk/19799/. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.
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