Consulting Psychology Journal, Vol 77(4), Dec 2025, 305-328; doi:10.1037/cpb0000308
Given the increasing regularity of organizational change, there is a growing demand for organizations to build the capability needed to navigate constant change and maintain alignment with the evolving business environment. The complexity of today’s business context highlights the inadequacies of traditionally top-down and linear change management models, underscoring the need for more adaptable and resilient approaches. This article defines the construct of organizational change capability, traces its origin to strategic management, reviews existing empirical findings, discusses its relationships with other organizational change models and concepts, and identifies areas where psychological theories can further advance research and practice. It then introduces the articles in this special issue, emphasizing the pivotal role that change practitioners, particularly consulting psychologists, can play in developing sustainable change capability at different levels of the organization. The underlying hope of this special issue is to stimulate more scholarly investigations into the psychological and behavioral foundations of organizational change capability and offer practical guidance for organizations and business leaders striving to adapt and thrive in an increasingly volatile business environment. (PsycInfo Database Record (c) 2026 APA, all rights reserved)