Background 出身背景
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.
新西兰航空有限公司是新西兰的一家航空公司，成立于1940年，名为塔斯曼帝国航空有限公司。该航空公司于1965年成为新西兰政府全资拥有的航空公司，名称为新西兰航空，总部位于奥克兰市Wynyard Quarter（新西兰航空，2018a）。新西兰航空2017年净利润为3.82亿新西兰元，提供飞往51个目的地的定期客运航班，其中包括31个国际目的地和20个当地目的地。同样，它还提供货运服务、移民和值机服务、机上飞行服务和航空工程服务等服务，这些服务主要通过其子公司提供（路透社，2018年）。该航空公司目前运营105架飞机，平均使用年限为7.1年（新西兰航空，2018b）。其现有机队包括波音777、波音787、空客A320、ATR和庞巴迪等机型。
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.
影响新西兰航空公司运营的内部因素各不相同。首先，这些因素之一是其组织文化。Pinho、Rodrigues和Dibb（2014）认为，组织文化是指指导组织内部规范的共同信念和价值观，有助于企业和组织更好地为目标客户服务。与此相一致，对新西兰航空公司组织文化的分析表明，该航空公司的价值观和信仰建立在科鲁文化的基础上，这是一种强调再生和再增长的毛利人概念（Steers等人，2016年）。在这方面，航空公司的文化强调对挑战的积极和强烈的心态，因此，一旦员工的目标或目的确立，员工就不愿意辞职。该公司的文化还强调可持续发展是其成功的关键因素（新西兰航空数据手册，2016年）。重要的是，毛利人的价值观深深植根于新西兰航空公司的组织文化中，这些价值观体现在该航空公司对毛利人标志的认可和使用中，不仅体现在其标志中，还体现在其翻领别针形式的制服中。重要的是，该航空公司的组织文化在加强其品牌方面起着关键作用，并作为一个平台在新西兰航空业创造竞争优势。
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.
第二，新西兰航空公司的愿景和指导原则在其日常运营中发挥着关键作用。据新西兰航空公司（2018c）称，该航空公司的愿景是通过提供建立在其组织文化基础上的服务，在其运营的每个市场中成为。另一方面，其指导原则强调需要创建一个工作空间，以强烈增强员工体验、团队合作、创造力和创新，并促进新西兰及其人民的文化价值观。重要的是，正如Jauhari（2014）所指出的，基于愿景和指导原则的运营管理帮助新西兰航空成为一家有影响力的航空公司，特别是在环境保护和可持续性方面。例如，作为家测试可持续第二代生物燃料的航空公司，新西兰航空在2008年影响了航空业采用和认证可持续航空生物燃料。
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.
第三，技术的使用一直是新西兰航空公司追求成功的重要基础。可以说，该航空公司在地面和机舱中都使用了技术，以改善其客户体验。例如，Taneja（2016）观察到，通过使用信息技术，该航空公司的乘客在到达机场之前，如果选择座位并获得登机牌，则不再需要办理登机手续。这意味着其客户有机会避免在机场排长队办理登机手续。此外，技术的使用有助于新西兰航空公司实现其促进可持续性的使命，特别是在开发环保航空燃料方面。
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.
经历过新西兰航空公司组织文化重大影响的领域包括人力资源和研发。首先，通过将毛利人的价值观融入其组织文化，这家航空公司促进友好、开放、能干的态度，并促进新西兰及其人民的发展。考虑到这一点，通过在人力资源管理中采用这种方法，公司鼓励员工为公司的利益做出个人决策，而不是强制执行其对员工的观点。因此，Steers等人（2016）指出，虽然员工享有为该航空公司工作的自由，但他们对公司有着强烈的归属感，这一因素不仅有助于提高他们的忠诚度，而且促进了对公司及其价值观的更大责任感。在研发方面，该公司的组织文化有助于营造一个员工和管理层分享想法、以不同方式合作和创新的环境。此外，其组织文化在促进新产品开发以提高效率及其与环境的关系方面继续发挥着关键作用。这意味着新西兰航空公司高度接受研发活动。