Southwest Airlines: Using Human Resources for Competitive Advantage (B)

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Case

Reference no. HR1B

Subject category: Human Resource Management / Organisational Behaviour

Authors: Charles A O'Reilly III

Published by: Stanford Business School

Originally published in: 1995

Version: 5 April 2006

Length: 8 pages

Data source: Field research

Topics: Human resources; Strategy; Strategy implementation; Organizational behavior

Share a link: https://casecent.re/p/94545

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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.

Location:

Southwest US

Industry:

Airline

Size:

12,000 employees, USD2.2 billion revenues

Other setting(s):

1994