This article seeks to elucidate the factors that influence an individual's capacity for change, shaping their attitudes and supporting their behaviors about organizational change. We conducted a systematic review using SCOPUS and Web of Science journals, focusing on organizational change capacity (OCC) and organizational behavior. The analysis conducted leads to the creation of a conceptual map that elucidates the antecedents of individual change capacity (ICC) rooted in the psychological resources of the individual. Drawing from the dynamic capabilities theory, we explore how psychological capital (PsyCap), which includes self-efficacy, optimism, hope, and resilience, interacts with individual adaptability, engagement, and readiness to change, ultimately contributing to sustained long-term viability and performance. Additionally, this study explores the cyclical and dynamic aspects of individual change processes, focusing on how the alignment of PsyCap resources interacts with individual attitudes toward change, ultimately contributing to sustained performance. This systematic review may provide a basis for contemporary advancements in an era of continuous evolution and intensifying competition, where organizations are compelled to foster sustainability by augmenting the change capacity of their personnel. This article uniquely suggests that cultivating ICC is an intricate and challenging endeavor, perhaps most efficaciously undertaken at the individual level, with a dynamic, cyclical interrelation between the cognitive processes of the individual and the multidimensional organizational environment.
