group
What campus are you from?
Daytona Beach
Authors' Class Standing
Matthew Nelson, Graduate Student Kenneth Derkatz, Graduate Student Maurice Walden, Graduate Student Keagan Perez, Graduate Student Vincent Spolidoro, Graduate Student
Lead Presenter's Name
Matthew Nelson
Faculty Mentor Name
Sohel Imroz
Abstract
The 2022-23 crisis at Southwest Airlines was marked by widespread flight cancellations, scheduling problems, and communication breakdown. It was one of the most significant disruptions in recent U.S. aviation. The crisis exposed major structural and strategic problems in the airline’s business model, and raised questions about the strength of its low-cost, high-efficiency approach. This event matters to both industry professionals and researchers interested in how corporate strategy, organizational systems, and frontline employees interact. Although many have commented on the crisis, there remains a key research gap in understanding how executive decisions on technology, culture, and cost management affect frontline operations during stressful times. This study aims to address that gap by using a case study based on secondary data, regulatory reports, and industry reviews. The analysis links corporate decisions to operational results, showing how poor incentives, old systems, and employee stress are combined to cause widespread problems. The findings provide useful insights for aviation leaders, operations managers, and policymakers who want to improve crisis planning and team coordination. The research also adds to academic discussions in corporate strategy, operations management, and leadership by showing why it is important to align technology and people. In the end, this study highlights why it is important to connect strategy, culture, and frontline support to maintain reliable operations in complex settings. It offers lessons for academics, business leaders, and regulators who want to learn from Southwest’s experience and improve airline management and resilience going forward.
Did this research project receive funding support from the Office of Undergraduate Research.
No
Factors Influencing Southwest Airlines’ operational failures (2022-23): Lessons from corporate strategy and frontline employees
The 2022-23 crisis at Southwest Airlines was marked by widespread flight cancellations, scheduling problems, and communication breakdown. It was one of the most significant disruptions in recent U.S. aviation. The crisis exposed major structural and strategic problems in the airline’s business model, and raised questions about the strength of its low-cost, high-efficiency approach. This event matters to both industry professionals and researchers interested in how corporate strategy, organizational systems, and frontline employees interact. Although many have commented on the crisis, there remains a key research gap in understanding how executive decisions on technology, culture, and cost management affect frontline operations during stressful times. This study aims to address that gap by using a case study based on secondary data, regulatory reports, and industry reviews. The analysis links corporate decisions to operational results, showing how poor incentives, old systems, and employee stress are combined to cause widespread problems. The findings provide useful insights for aviation leaders, operations managers, and policymakers who want to improve crisis planning and team coordination. The research also adds to academic discussions in corporate strategy, operations management, and leadership by showing why it is important to align technology and people. In the end, this study highlights why it is important to connect strategy, culture, and frontline support to maintain reliable operations in complex settings. It offers lessons for academics, business leaders, and regulators who want to learn from Southwest’s experience and improve airline management and resilience going forward.