The Influences Of Organizational Capacity On The Process Of Organizational Change In State-owned Monopoly Enterprises

Companies are facing rapid evolution and the risk of unpredictable environmental changes all the time in the changing market environment, so companies need to increase their capacity to respond to the environment change and enhance their competitiveness. The famous American economist David proposed the concept of company’s dynamic capabilities theory when he found enterprise need to keep changing their competitive advantage in response to the changing environment so many scholar who study organizational change take focus on the change ability of organize. The research of organizations ability for change in complex market environment will play an important role in guiding the company to change. After experiencing economic development, reform and opening wave, Chinese enterprises are facing overseas market so that many companies realize that they need to change themselves to adapt to the environment, but the changes are often on the corporate system and operational mechanism, we need to analyze the ability of the enterprise change radically, then the correct guidance in the process of change in the enterprises. In this paper, we compare the theoretical and empirical aspects of organizational change from Chinese and other countries, based on the specific case of China petroleum chemical corporation of Liaoyang, in this paper we analyze the process of organizational change and the difficulties we faced during the process. This paper is divided into five parts:Chapter1:Introduction. In this chapter we introduce the significance of this research which is to understand the organizational capacity for change and how to deal with the problems we faced during the process of change. In this paper we use individual case to analyze how organizational capacity for change affect organizational change process.Chapter2:Literature review. In this chapter we collect references for the study of organizational change process research, organizational performance change and organizational performance relationship in order to defines the change process of organizational change and the organizational ability. Chapter3:Case selection. In this chapter we focuses on China petroleum chemical corporation of Liaoyang organizational change strategy, analyze the process of organizational change and the difficulties we faced during the process.In this chapter we divide the process of organizational change into six stages, we use chart to show the marker situation and the employee performance during the process.Chapter4:Case Study. In this chapter we systematic analyze how polyester workshop change their strategy when they are facing the change of environment.In combination with the organizational change framework we can explore this study further.Chapter5:Conclusions and Implications. In this chapter we conclude this study and hope to improve processing capacity of enterprises through the relationship between the change process of organizational change and the organizational ability.