To survive and grow, organizations constantly have to adapt to their environment. The practical as well as the empirical world has for decades mentioned the increasingly dynamic and complex industry environments. Nevertheless, research has largely concentrated on measuring the short-term outcomes of single incremental and radical changes, as well as the factors and processes underlying change. Today's organizations are increasingly confronted with making repeated change decisions in order to adapt to changing industry environments. In the midst of a global financial and economic crisis, the analysis of frequent and repeated change in organizations is more important than ever. For organizations operating in quickly changing industries, timing changes correctly is crucial to ensure competitiveness and long-term success. Undoubtedly, the right timing of change is also of great interest to managers, as it permits them to capture and use windows of opportunities intelligently, and intervene at the right moment when urgency is perceived, when resources can be used best, and when effectiveness is optimal. This thesis truly gains in-depth insight into how organizations that undergo a series of changes over time can improve their long-term performance. More specifically, it examines the role that the rhythm of change plays and the change rhythm's relationship with long-term performance. The concept of change rhythm and the consistent and systemic theoretical model of the determinants of the outcomes of organizational changes are of great interest for the research community. The thesis clarifies and creates attention for the importance and understanding of long-term performance when analyzing repeated change. She also develops a model which deals with the factors moderating the relationship between an organization's change rhythm and long-term performance.