How national institutions limit turnaround strategies and human resource management. A comparative study in the airline industry

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...

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Detalhes bibliográficos
Autores: Santana, Mónica, Valle Cabrera, Ramón, Galán González, José Luis
Formato: artículo
Estado:Versión aceptada para publicación
Fecha de publicación:2019
País:España
Recursos:Universidad de Sevilla (US)
Repositorio:idUS. Depósito de Investigación de la Universidad de Sevilla
OAI Identifier:oai:idus.us.es:11441/153197
Acesso em linha:https://hdl.handle.net/11441/153197
https://doi.org/10.1111/emre.12177
Access Level:acceso abierto
Palavra-chave:Sources of decline
Turnaround strategy
HR strategies
National institutions
Employee representatives
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spelling How national institutions limit turnaround strategies and human resource management. A comparative study in the airline industrySantana, MónicaValle Cabrera, RamónGalán González, José LuisSources of declineTurnaround strategyHR strategiesNational institutionsEmployee representativesThe 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 HRMstrategy 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.Wiley PeriodicalsAdministración de Empresas y Marketing2019info:eu-repo/semantics/articleinfo:eu-repo/semantics/acceptedVersionapplication/pdfhttps://hdl.handle.net/11441/153197https://doi.org/10.1111/emre.12177reponame:idUS. Depósito de Investigación de la Universidad de Sevillainstname:Universidad de Sevilla (US)InglésEuropean Management Review, 16, 923-935.https://doi.org/10.1111/emre.12177info:eu-repo/semantics/openAccessoai:idus.us.es:11441/1531972026-06-17T12:51:07Z
dc.title.none.fl_str_mv How national institutions limit turnaround strategies and human resource management. A comparative study in the airline industry
title How national institutions limit turnaround strategies and human resource management. A comparative study in the airline industry
spellingShingle How national institutions limit turnaround strategies and human resource management. A comparative study in the airline industry
Santana, Mónica
Sources of decline
Turnaround strategy
HR strategies
National institutions
Employee representatives
title_short How national institutions limit turnaround strategies and human resource management. A comparative study in the airline industry
title_full How national institutions limit turnaround strategies and human resource management. A comparative study in the airline industry
title_fullStr How national institutions limit turnaround strategies and human resource management. A comparative study in the airline industry
title_full_unstemmed How national institutions limit turnaround strategies and human resource management. A comparative study in the airline industry
title_sort How national institutions limit turnaround strategies and human resource management. A comparative study in the airline industry
dc.creator.none.fl_str_mv Santana, Mónica
Valle Cabrera, Ramón
Galán González, José Luis
author Santana, Mónica
author_facet Santana, Mónica
Valle Cabrera, Ramón
Galán González, José Luis
author_role author
author2 Valle Cabrera, Ramón
Galán González, José Luis
author2_role author
author
dc.contributor.none.fl_str_mv Administración de Empresas y Marketing
dc.subject.none.fl_str_mv Sources of decline
Turnaround strategy
HR strategies
National institutions
Employee representatives
topic Sources of decline
Turnaround strategy
HR strategies
National institutions
Employee representatives
description 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 HRMstrategy 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.
publishDate 2019
dc.date.none.fl_str_mv 2019
dc.type.none.fl_str_mv info:eu-repo/semantics/article
info:eu-repo/semantics/acceptedVersion
format article
status_str acceptedVersion
dc.identifier.none.fl_str_mv https://hdl.handle.net/11441/153197
https://doi.org/10.1111/emre.12177
url https://hdl.handle.net/11441/153197
https://doi.org/10.1111/emre.12177
dc.language.none.fl_str_mv Inglés
language_invalid_str_mv Inglés
dc.relation.none.fl_str_mv European Management Review, 16, 923-935.
https://doi.org/10.1111/emre.12177
dc.rights.none.fl_str_mv info:eu-repo/semantics/openAccess
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv application/pdf
dc.publisher.none.fl_str_mv Wiley Periodicals
publisher.none.fl_str_mv Wiley Periodicals
dc.source.none.fl_str_mv reponame:idUS. Depósito de Investigación de la Universidad de Sevilla
instname:Universidad de Sevilla (US)
instname_str Universidad de Sevilla (US)
reponame_str idUS. Depósito de Investigación de la Universidad de Sevilla
collection idUS. Depósito de Investigación de la Universidad de Sevilla
repository.name.fl_str_mv
repository.mail.fl_str_mv
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score 15,300719

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