Abstract
The question of how a new technology is introduced and accepted into an environment has been the subject of research in different fields and disciplines. The rapid evolution of technology continues to drive change in a facilities management environment, requiring organisations to effectively manage the transition. This study investigates the application of change management principles and processes necessary to facilitate successful transitioning to a new technology in a facilities management environment at a tertiary education institution. The central research questions have the aim of identifying change management practices that can be formulated into a structured guideline to support future technology transitions. In support of this the enablers and barriers that influence transitioning to a new technology are also explored in terms of how they will affect the approach and proposed guideline.
Drawing on an interdisciplinary literature review, the study synthesises common themes related to change management that apply to technological transitions. Key themes are those of categorising the implementation of a new technology according to system, staff, and intervention levels. The research also identifies the critical role of people and their relationship to a new technology by looking at the process that participants must go through to develop skills and understanding to be successful in transitioning to a new technology. These insights inform the design of a single case study conducted in a facilities management environment at a tertiary education institution in South Africa. The data collection method was a primary one that made use of a standardised online questionnaire distributed to individuals recently involved in transitioning from a paper based to a tablet-based job card maintenance system. Responses were evaluated using a Likert scale and respondents were able to add limited additional commentary. The responses provided data on the personal experiences of different groups during the transition process and what the enablers and barriers were for transitioning to a new technology.
The findings indicate that while the technology transition was generally well-received and perceived as beneficial, gaps were identified in user training, support, and involvement. These factors affected the ease and confidence with which users adapted to the new technology. Enhanced engagement during the early phases of the technology transition and improved learning support mechanisms emerged as key opportunities for strengthening future transitions.
Based on the analysis, the study is beneficial in that it proposes a high-level, technology transition guideline, supported by Gantt chart format guideline and workflow, to serve as a practical guide for managing technological transitions. The guideline combines essential change management processes with the development of participants’ competence in understanding and transitioning to a new technology as a key requirement. It also accounts for the facilitators and barriers at the system, staff, and intervention levels, helping organisations navigate the complexities of technology transitions while supporting long-term user acceptance and development of competence to ensure proficiency in the use of the new technology.