ABSTRACT
The evidentiary support for the Cube One framework has been comprised of survey research conducted with five samples, and two studies examining financial metrics. All survey research effect were Medium to Large. The remarkable turnaround at Continental Airlines during the 1990s provides a vehicle for using the Cube One framework to explain the results achieved. Although Gordon Bethune and Greg Brenneman did not frame their initiatives in terms of management practices that were enterprise-, customer-, and employee-directed, they nonetheless “touched all the bases.” Evidence of organizational performance is provided by comparing results during the five-year period before Bethune and his team arrived. As it existed in 1994, Continental Airlines was the result of numerous mergers and acquisitions, including the original Continental Airlines, Pioneer Airlines, Texas Air, People Express, New York Air, and Eastern Airlines. As a consequence, Continental flew 13 different types of airplanes.
