Successful Implementation of Aeronautical Information Management: Does Change Management and Organizational Culture Matter? Evidence from Kenya

Abstract

The study aimed to explore how change management and organizational culture influence the successful implementation of AIM within the Kenya Civil Aviation Authority (KCAA). It was guided by two key theoretical frameworks: Kurt Lewin’s change management theory and systems theory. An explanatory research design was utilized to achieve the research objectives. The study focused on a population of 1,630 individuals directly involved in AIM implementation at KCAA. A sample of 310 respondents was selected using a stratified random sampling technique, with the sample size determined using Krejcie and Morgan's table. Bivariate correlation and multiple linear regression analyses were employed to investigate the relationships between change management, organizational culture, and AIM implementation. The findings indicated that both change management and organizational culture have a significant positive impact on the successful implementation of AIM within KCAA. The study concludes that promoting a collaborative and innovative culture alongside dynamic change management is crucial for enhancing AIM implementation. It recommends that aeronautical organizations prioritize these aspects to improve AIM implementation and contribute to the long-term sustainability of the aviation industry.