個案資料

Building Organizational Capacity for Change is an eleven-chapter book written by William Q. Judge, Jr., the E.V. Williams Chair of Strategic Leadership and Professor of Strategic Management at the College of Business & Public Administration at Old Dominion University. The book was published by Business Expert Press in February of 2011. Composed of three sections, the text explores methods for building an organization's capacity for change, an eight-dimensional dynamic capability that helps leaders more effectively prepare their entire organization, from frontline employees to senior management, to better anticipate and adapt to change. The author argues that this proactive strategy, as opposed to reacting to change, unleashes an organization's creative potential while maintaining accountability, clarifies the roles of each employee in the change process while enhancing organizational flexibility, aligns organizational systems to facilitate change, and builds the organization's leadership pipeline for the future. Chapter Four discusses the second of the eight dimensions of organizational capacity for change: trusting followers. Building from the previous chapter on trustworthy leadership, the author examines the importance of effective "followership" and the overall level of trust held by employees within an organization to facilitate capability for change. Seven behavioral principles, or practices for building trust among employees, are introduced.

• Business communication
• Leadership
• Organizational change
• Trustworthiness
• Organizational behavior