Assessing Resistance to Change During Shifting from Legacy to Open Web-Based Systems in the Air Transport Industry

The air transport industry (ATI) is a dynamic, communal, international, and intercultural environment in which the daily operations of airlines, airports, and service providers are dependent on information technology (IT). Many of the IT legacy systems are more than 30 years old, and current regulations and the globally distributed workplace have brought profound changes to the way the ATI community interacts. The purpose of the study was to identify the areas of resistance to change in the ATI community and the corresponding factors in change management requirements that minimize product development delays and lead to a successful and timely shift from legacy to open web-based systems in upgrading ATI operations. The research questions centered on product development team processes as well as the members' perceived need for acceptance of change. A qualitative case study approach rooted in complexity theory was employed using a single case of an intercultural product development team dispersed globally. Qualitative data gathered from questionnaires were organized using Nvivo software, which coded the words and themes. Once coded, themes emerged identifying the areas of resistance within the product development team. Results of follow-up interviews with team members suggests that intercultural relationship building prior to and during project execution; focus on common team goals; and, development of relationships to enhance interpersonal respect, understanding and overall communication help overcome resistance to change. Positive social change in the form of intercultural group effectiveness evidenced in increased team functioning during major project transitions is likely to result when global managers devote time to cultural understanding.