Nicole Sprafke develops a theoretical approach to organizational adaptability, taking into account the individual transformation potential of employees and its activation. The author demonstrates that structural empowerment can create a leverage effect for employees with high levels of competence, while interactional empowerment is more important for employees with lower levels of competence. She systematically relates the research on the Dynamic Capability View and its micro-foundation, competence assessment, and empowerment, integrating these into a cohesive model.