I believe I cant fly ! Piloting changes at Air France
Marion Lauwers and
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Antonio Giangreco: LEM - Lille économie management - UMR 9221 - UA - Université d'Artois - UCL - Université catholique de Lille - Université de Lille - CNRS - Centre National de la Recherche Scientifique
Jacob Vakkayil: LEM - Lille économie management - UMR 9221 - UA - Université d'Artois - UCL - Université catholique de Lille - Université de Lille - CNRS - Centre National de la Recherche Scientifique
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From its birth in 1933, Air France built its success on quality and innovation. The group Air France-KLM is now one of the major air transportation actors worldwide. The company's main activities' are: passenger transportation, cargo and air maintenance. This case highlights Air France's recent shifts in strategic focus and associated attempts at change. The change initiatives and subsequent actions are briefly described taking into account various actors' point of views. The aim of this case study is to understand how the company has identified and managed change in a highly competitive environment. More specifically, the reaction of a group of employees (pilots) to one particular change initiative and the consequences of associated managerial decisions are explored. The case will challenge students to examine these using concepts of change management.
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Published in 2015, pp.11
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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01814537
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