Increasingly competitive business environments and restrictive financial conditions have led owner organizations in the architecture, engineering, and construction industry to implement alternative project delivery methods. Whereas the goal of alternative project delivery methods (APDMs) is to increase project delivery performance, the organizational challenges that are encountered during the implementation and adaptation of these tools often are overlooked, particularly in reference to employee resistance to change. This research utilizes an action research approach to gather empirical data on the behavioral elements of resistance to change within large public and private architecture, engineering, and construction (AEC) owners across North America. Observational data was collected for levels of change readiness and types of resistive behavior exhibited by key employees at multiple phases of the project delivery life cycle. Key findings included a statistically significant, directly proportional relationship between employee training levels and their readiness for change. Additional findings identified the most commonly encountered type of resistance to be employee tendencies to revert back to traditional project delivery practices during implementation of new APDMs. Based on these findings, the authors conclude that AEC owners should emphasize formal, change-related training programs when implementing new project delivery processes within their organizations. Future research is recommended to investigate the effect of other organizational characteristics and change-implementation strategies on employee resistance to change.