ABSTRACT
Airlines are hubs of conflict as different parts move at different speeds managed by people with different mind-sets. The integration is achieved by the airline culture. Airline culture matters because a strong culture is an asset which can deliver sustainable competitive advantage – or as a weak culture, it is a liability which can undermine an enterprise and act as a predictor of failure. A winning culture is highly prized because of what it offers employees, including opportunities for learning and rewards in exchange for creative thinking and innovative problem-solving. In turn, the employees provide passengers with the service they expect. A ‘right first time’ culture means fewer accidents, customer complaints and compensation claims. It is simply more economic for a sustainable airline to have the appropriate strategically focussed culture. However, no matter how clever the business strategy, it is wasted if the culture cannot deliver and sustain it. Culture is extremely complex, often resistant to change and continually evolving through contact with both internal and external stakeholders. It cannot be imposed or it could encounter resistance and trigger unintended consequences such as sabotage or strikes.
