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| Author: | Harrington, D. G. Lawton, T. C. Rajwani, T. |
| Title: | Embracing and exploiting industry turbulence: the strategic transformation of Aer Lingus |
| Journal: | European Management Journal
2005 : AUG, VOL. 23:4, p. 450-457 |
| Index terms: | strategy management airlines |
| Freeterms: | transformation Aer Lingus |
| Language: | eng |
| Abstract: | Paradoxically turbulence has become a continuous phenomenon, meaning that the business environment is predictably unpredictable. The article considers what does the ongoing changes and turbulence mean for the visionary chief executive officers (CEOs) of enterprises. The CEOs of turbulent industries must act faster and try to take advantage of the situations that the competitors regard as threatening. The case of Aer Lingus demonstrates how there is a craving for new more innovative ways for leading corporations at the moment. Turbulence should be taken over by leaders through discovering new ways to move along the cost-service continuum. |
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