Abstract
M.Phil.
Orientation: By all accounts, the pace and frequency of organisational change initiatives are intensifying. However, dismal success rates for implementing change initiatives with their substantially harmful consequences for employees and organisations continue to dominate, suggesting that the usefulness of traditional change management approaches is waning.
Purpose: The purpose of this study was to explore the relatedness of organisation identity and change resilience - attributes that are presumed to enhance organisational change capacity.
Motivation for the study: Both organisation identity and change resilience are novel constructs that were independently identified as potentially stabilising and enabling factors during organisational change. A focus on these constructs may indicate a further and potentially powerful area to develop organisational change capacity and improve the implementation effectiveness and success of change initiatives.