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Published by:
Stanford Business School (1995)
Version:
5 April 2006
Length:
8 pages
Data source:
Field research

Abstract

During a summer executive program for human resource executives, the Southwest (A) case was assigned. After reading the case a study group of four executives decided that the description in the (A) case was too positive and could not be accurate. To test this, the four did an impromptu field study of the Southwest station in San Jose. These executives interviewed 6 employees on duty. They reported their findings during the case discussion the following day. This case is based on that report.

Topics

Human resources; Strategy; Strategy implementation; Organizational behavior
Location:
Industry:
Size:
12,000 employees, USD2.2 billion revenues
Other setting(s):
1994

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