And

*Some owners simply don't have the funds to be able to sustainably maintain their aircraft in an airworthiness state [* ... *] the LAME has to be the one, I suppose, who makes the decision to go, "I'm just not going to sign this airplane out again until we do \$30,000 worth of work"*; (P\_2)

Note: "LAME" is an acronym for Licensed Aircraft Maintenance Engineer.

By way of extending on the foregoing points, a perceived *wider power-distance gap* between the maintenance engineer and the regulator and customer was seen as a significant change. Power distance has been widely researched as a key dimension of organisational cultures, broadly defined as the extent to which less powerful members of organizations and institutions accept and expect that power is distributed unequally [28]. In line with the findings, the perceptions that power-distance distributions had changed was viewed to a ffect working relationships, for example if an unhappy aircraft owner contacted the regulator to report perceived issues with an aircraft service *"it seems to be enough that you've only got to say that to the regulator and you're guilty until proved innocent"* (P\_10). These perceptions were multifaceted in that they were also associated with normalization of deviance born from complex and competing pressures:

*You may be put under a position where it's Friday night and an owner is screaming, to go away kids and family. You go, "Bring it in. We'll do an oil change. I had a good look at it this last time." You know the member. You know the aircraft. You're intimate with it. Maybe you won't do every checklist in there, because last time, you did the whole thing. You sign it <sup>o</sup>*ff*, and you might, six weeks later, have a disgruntled person that leaves there. They then ring the regulator and go, "He didn't do this proper annual"*. (P\_10)
