Alaska Airlines: Navigating Change
(16 pages of text)
Alaska Airlines has recently recovered from a period of operational instability, yet its executives worry the airline is draining its reserves of customer loyalty and goodwill, due to losses over the past two years and variability in its statistics for on-time flights and mishandled baggage. After focusing many resources on operations in an effort to regain stability, the senior executives wonder whether the organization could endure if performance were to slip again. Is remaining status quo good enough, or should the airline’s leadership take action to transform the performance culture? See the optional companion technical note 9B14C060
The case can be used as a capstone project in an MBA elective or in a master’s course in industrial psychology, organizational psychology or organizational development. It is also suitable for use in a segment on organizational change and development or in a segment on leading organizational change within a curriculum on organizational behaviour or management at a graduate or senior undergraduate level.
One or more of the following can form the focus of class discussion:
- The four-stage transformational change model
- Full-range (authentic, transformational and transactional) leadership during organizational change or transformation.
- Change management principles for an organizational turnaround.
- Organizational development diagnostic tools and potential consulting solutions for complex organizational change/transition.
Transportation and Warehousing
United States, Large, 2007
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