According to previous studies, inertia towards new technology is broadly researched in established companies, specifically among senior employees. However, the existing literature leaves a research gap for inertia experienced among young employees, specifically in an organization that operates in the information technology industry. This study aims to investigate inertia among early stage employees towards new technology. The main purpose of this study is to answer the research question: How to overcome inertia of multinational early stage employees towards the new technology in their daily workflow in an international sales organization? To answer the research question, a qualitative research approach was chosen, and a single case study was conducted. The empirical data was gathered through semi-structured interviews. The scope of research is limited to the sales development representatives of Company A, who are based in EMEA.

After the data collection, the analysis was carried out with a thematic coding approach. The findings showed that the managers are having tremendous responsibility when it comes to the adoption process of a new digital tool, and some of them are not showing interest towards the new technology. Hence, the lack of communication was concluded as the main cause of inertia among young employees. The authors created a framework for fighting against inertia (FAI). The use of FAI framework results in supporting the management team to overcome resistance towards new technology.