Air New Zealand Limited is a national airline of New Zealand, which was established in 1940 under the name Tasman Empire Airways Limited. The airline became a New Zealand government wholly owned airline in 1965, under the name Air New Zealand, and has its headquarters at Wynyard Quarter, Auckland City (Air New Zealand, 2018a). Air New Zealand, which reported net profit of NZ$382 million in 2017, offers scheduled passenger flights to 51 destinations, which include 31 international and 20 local destinations. Similarly, it also provides services such as cargo services, immigration and check-in services, on board flight services and aviation engineering services among others, which are provide mainly through its subsidiaries (Reuters, 2018). This airline currently operates 105 aircrafts, which have an average age of 7.1 years (Air New Zealand, 2018b). Its current fleet include aircraft models such as Boeing 777, Boeing 787, Airbus A320, ATR and Bombardier.
Internal analysis 内部分析
Three key internal concepts 三个关键的内部概念
There are different internal factors that affect the operations of Air New Zealand as an airline. First, one of these factors is its organisational culture. According to Pinho, Rodrigues and Dibb (2014), organisation culture, which is defined as the shared beliefs and values that guide the norms within an organisation, is instrumental in enabling businesses and organisations better serve their target customers. In line with this, an analysis of Air New Zealand’s organisational culture reveals that this airline’s values and beliefs are founded on the Koru culture, a Māori concept that emphasises on regeneration and re-growth (Steers et al., 2016). In this regard, this airlines culture emphasises on a positive and strong mentality towards challenges, and as such, employees are discouraged from quitting once their goals or objectives have been established. This company’s culture also emphasises on sustainably as a key component of its success (Air New Zealand Data Book, 2016). Importantly, the Māori values are strong embedded in the organisational culture of Air New Zealand, and these values are depicted in this airline’s acknowledgement and use of Māori symbols, which are depicted not only in its logo but also in its uniform in form of lapel pin. Importantly, this airline’s organisational culture plays a critical role in strengthening its brand, and acts a platform to generate competitive advantage in the New Zealand airline industry.
Secondly, Air New Zealand’s vision and guiding principles play a critical role in its daily operations. According to Air New Zealand (2018c), the vision of this airline is to become number one in every market in which it operates through providing services that strong founded on its organisational culture. On the other hand, its guiding principles emphasise on the need to create a workspace that strongly enhance employee experience, teamwork, creativity and innovation as well as promoting the cultural values of New Zealand and its people. Importantly, as Jauhari (2014) point out, the management of its operations based on its vision and guiding principles has helped Air New Zealand become an influential airline, particularly with respect to environmental protection and sustainability. For example, as the first airline to test sustainable second-generation biofuel, Air New Zealand influenced the airline industry to adopt and certify sustainable aviation biofuels in 2008.
Thirdly, the use of technology has been a critical foundation upon which Air New Zealand has sought to pursue its success. Arguably, the airline uses technology both on the ground and in the cabin in order to improve its customer experience. For example, Taneja (2016) observes that through the use of information technology, this airline’s passengers no longer need to check in if they select a seat and acquire a boarding pass before arriving at the airport. This means its customers have a chance to avoid standing on long queues at the airport to check in. Furthermore, the use of technology has been instrumental in helping Air New Zealand to achieve its mission of promoting sustainability, particularly with regard to development of environment-friendly aviation fuel.
Impact of Air NZ’s organisational culture on HR and R&D 新西兰航空公司的组织文化对人力资源和研发的影响
Among the areas that have experienced significant impact of Air New Zealand’s organisational culture include human resources and research and development. To begin with, by embedding the Māori values in its organisational culture, this airline promote friendliness, openness, can do it attitude, and promoting of New Zealand and its people. With this in mind, through adopting this approach in its human resource management, the company encourages its employees to make individual decisions for the good of the company rather than enforcing its perspective on employees. Therefore, Steers et al. (2016) points out that while employees enjoy the freedom to work for this airline, they have a strong sense of belonging to the company, a factor that has not only helped enhance their loyalty but also promoted a greater responsibility towards the company and its values. With regard to research and development, this company’s organisational culture has helped foster an environment where both employees and the management share ideas, collaborate in different way and innovate. Moreover, its organisational culture continues to play a key role in promoting the development of new products in order to improve efficiency and its relationship with the environment. This means that Air New Zealand is highly receptive to research and development activities.