tom) never initiated any action to commence critical reflection
in light of the new developments. This in turn, is a drawback
for any company, even for those with highly skilled staff,
since the organizational culture influences the long-term
economic performance (Kotter and Heskett, 2011), which
can be achieved only through an inclusive a holistic innovation
approach and plan.
In summary, the introduction of new electronic systems,
along with the change process that followed, was in line
with the phases proposed by Kotter change management
approach. Nevertheless, this was not a result of a well-developed
strategic planning by the company’s management, but
mostly the commitment and personal interest of the project
team that was responsible for the project implementation.
The critical (negative) factor of bureaucracy, which is a defining
element of many state-owned organizations throughout
the world, influenced in a great extent the outcome, and it
had an impact on organizational structure and decision making
functions.
Further research on state-owned airlines in various regions
and countries of the world could include an ethnographic
study, as well as a detailed examination of the employees’
working lives, attitudes and skills. This set of studies may
provide an insight to the role of the staff and the project
team during the development, implementation and transition
process of a novel IT migration project. Adopting a
‘census approach’ would also be beneficial since that way it
would be possible to identify the different levels of behavior,
understanding and attitudes towards innovation, among the
entire staff.