RT Journal Article
T1 How national institutions limit turnaround strategies and human resource management. A comparative study in the airline industry
A1 Santana, Mónica
A1 Galán González, José Luis
A1 Valle, Ramón
K1 Sources of decline
K1 Turnaround strategy
K1 HR strategies
K1 National institutions
K1 Employee representatives
AB The influence of national institutions, particularly employee representation, on managers' turnaround strategiesremains largely unexplored in the literature. Therefore, this paper assesses the pressures that affected two Europeanairline companies, British Airways (BA) and Iberia, and their turnaround responses in a context of economic crisisand austerity, particularly from the perspective of strategic human resource management (SHRM). Our case studiesshow that when national institutions grant a number of rights to employee representatives, an innovative HRM strategy enables the recovery strategy required to deal with internal sources of decline. In contrast, when nationalinstitutions provide fewer rights to employee representatives, there is room for company HRM strategy to challengeor resist institutional pressures. Our research focuses particularly on how coercive pressures exerted by employeerepresentation, according to the legal framework governing labor relations, affect turnaround strategies.
PB Wiley
YR 2019
FD 2019-12-15
LK http://hdl.handle.net/10433/12440
UL http://hdl.handle.net/10433/12440
LA en
NO European Management Review, 16: 923-935
NO Management and Marketing Department (University of Pablo de Olavide)
DS RIO
RD May 24, 2026