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In this case study, the need and potential for standardisation of human resource management (HRM) at Star Alliance, the largest strategic alliance in the airline industry, is analysed. The study shows that, in contrast to other functions such as procurement, information technology (IT) systems, facilities and marketing, in the area of HRM pressures for differentiation are still dominant. However, significant differences between the various instruments of HRM exist. Possible explanations for this finding is discussed with suggestions for future research. The case study is based on 23 semi-structured interviews with managers and employees of seven Star Alliance members. There is a Spanish translation available ''E406-026-1''.