Organizational Change Capability: The Theoretical Construct and its Operational Measurement

Several different current research programmes in management and marketing address issues relating to learning, entrepeneurship, innovation and change in market oriented organizations. Until recently the different research programmes have developed independently of each other. For example, in strategic management and marketing literatures, work on the effect of market orientation and learning orientation on innovation and organizational performance (Baker and Sinkula, 1999a, 1999b, 2002; Hurley and Hult, 1998) has been independent of research on entrepreneurial orientation and corporate entrepreneurship (Covin and Miles, 1999; Covin and Slevin, 1991; Lumpkin and Dess, 1996), despite having key constructs whose conceptual domains overlap – for example, market orientation, learning orientation and entrepreneurial proclivity are all constructs characterized to some extent by proactiveness.