Management Employment-Relations Strategies: Perspectives from Studies of European (and American) Airlines
We discuss deregulation (liberalisation) and some of the international institutions that influence the management of people in airlines. As a point of departure, we summarise contrasting models from successful ‘new entrant’ airlines: Ryanair and Southwest. We consider examples of various categories...
| Main Authors: | , , , |
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| Other Authors: | |
| Format: | Article |
| Language: | en_US |
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Sage Publications
2012
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| Online Access: | http://hdl.handle.net/1721.1/68637 https://orcid.org/0000-0001-9756-8580 |
| _version_ | 1826191681638105088 |
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| author | Bamber, Greg J. Gittell, Jody Hoffer Kochan, Thomas Anton von Nordenflycht, Andrew |
| author2 | Sloan School of Management |
| author_facet | Sloan School of Management Bamber, Greg J. Gittell, Jody Hoffer Kochan, Thomas Anton von Nordenflycht, Andrew |
| author_sort | Bamber, Greg J. |
| collection | MIT |
| description | We discuss deregulation (liberalisation) and some of the international institutions that influence the management of people in airlines. As a point of departure, we summarise contrasting models from successful ‘new entrant’ airlines: Ryanair and Southwest. We consider examples of various categories of airlines in different ‘ideal types’ of institutional context: liberal-market economies and coordinated-market economies. These are two varieties of advanced capitalism. The former include the United States, Britain, Ireland (and Australia). The latter include the Germanic and Scandinavian countries. We classify airlines according to which strategies dominate their efforts at cost reduction. Alongside these differences in strategies, we analyse differences in two aspects of employment-relations strategies. First, employers can focus on controlling employee behaviour or seeking their commitment to the goals of the airline. Second, employers can seek to avoid, accommodate or partner with unions. We show that, in terms of employment relations, the variety of capitalism context helps to influence employers’ strategies, but airlines (and other enterprises) still have some scope for exercising strategic choice, in spite of their institutional and regulatory context. |
| first_indexed | 2024-09-23T08:59:41Z |
| format | Article |
| id | mit-1721.1/68637 |
| institution | Massachusetts Institute of Technology |
| language | en_US |
| last_indexed | 2024-09-23T08:59:41Z |
| publishDate | 2012 |
| publisher | Sage Publications |
| record_format | dspace |
| spelling | mit-1721.1/686372022-09-26T09:40:02Z Management Employment-Relations Strategies: Perspectives from Studies of European (and American) Airlines Contrasting Management and Employment-Relations Strategies in European Airlines Bamber, Greg J. Gittell, Jody Hoffer Kochan, Thomas Anton von Nordenflycht, Andrew Sloan School of Management Kochan, Thomas Anton Kochan, Thomas Anton We discuss deregulation (liberalisation) and some of the international institutions that influence the management of people in airlines. As a point of departure, we summarise contrasting models from successful ‘new entrant’ airlines: Ryanair and Southwest. We consider examples of various categories of airlines in different ‘ideal types’ of institutional context: liberal-market economies and coordinated-market economies. These are two varieties of advanced capitalism. The former include the United States, Britain, Ireland (and Australia). The latter include the Germanic and Scandinavian countries. We classify airlines according to which strategies dominate their efforts at cost reduction. Alongside these differences in strategies, we analyse differences in two aspects of employment-relations strategies. First, employers can focus on controlling employee behaviour or seeking their commitment to the goals of the airline. Second, employers can seek to avoid, accommodate or partner with unions. We show that, in terms of employment relations, the variety of capitalism context helps to influence employers’ strategies, but airlines (and other enterprises) still have some scope for exercising strategic choice, in spite of their institutional and regulatory context. Alfred P. Sloan Foundation Australian Research Council Massachusetts Institute of Technology. Global Airline Industry Program United States. Federal Mediation and Conciliation Service 2012-01-23T20:06:29Z 2012-01-23T20:06:29Z 2009-11 Article http://purl.org/eprint/type/JournalArticle 0022-1856 1472-9296 http://hdl.handle.net/1721.1/68637 Bamber, G. J. et al. “Contrasting Management and Employment-Relations Strategies in European Airlines.” Journal of Industrial Relations 51.5 (2009): 635-652. https://orcid.org/0000-0001-9756-8580 en_US http://dx.doi.org/10.1177/0022185609346185 Journal of Industrial Relations Creative Commons Attribution-Noncommercial-Share Alike 3.0 http://creativecommons.org/licenses/by-nc-sa/3.0/ application/pdf Sage Publications Prof. Kochan |
| spellingShingle | Bamber, Greg J. Gittell, Jody Hoffer Kochan, Thomas Anton von Nordenflycht, Andrew Management Employment-Relations Strategies: Perspectives from Studies of European (and American) Airlines |
| title | Management Employment-Relations Strategies: Perspectives from Studies of European (and American) Airlines |
| title_full | Management Employment-Relations Strategies: Perspectives from Studies of European (and American) Airlines |
| title_fullStr | Management Employment-Relations Strategies: Perspectives from Studies of European (and American) Airlines |
| title_full_unstemmed | Management Employment-Relations Strategies: Perspectives from Studies of European (and American) Airlines |
| title_short | Management Employment-Relations Strategies: Perspectives from Studies of European (and American) Airlines |
| title_sort | management employment relations strategies perspectives from studies of european and american airlines |
| url | http://hdl.handle.net/1721.1/68637 https://orcid.org/0000-0001-9756-8580 |
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