Abstract
The aviation industry, a linchpin of the global economy, faced an unprecedented upheaval with the COVID-19 pandemic. This qualitative research, using Glaser and Strauss's Grounded Theory (1967), presents comprehensive enriched data from a convenience sample of airline employees from full-service carriers (FSCs) and low-cost carriers (LCCs) spanning pre (from 2017 to 2019), during (2020 to 2021), and post-pandemic (2022–2023) phases. The interview participants primarily consist of airline employees based in the African, Asian, and North American regions.Insights from these employees through semi-structured interviews provided a rich contrast between pre-pandemic relative financial stability and the pandemic-induced profitability "free fall". The adverse impact on airlines’ profitability was universal, with distinct variations based on the size of domestic markets and the adaptability of business models. Key strategies such as furloughs, aircraft lease renegotiations including introducing new pandemic-related clauses, and the shift to cargo business during the pandemic were highlighted. The workforce disruptions during the pandemic underscored the significance of succession planning and the need for agile responses to unforeseen crises.Post-COVID-19, the emphasis on long-term innovations including the adoption of work-from-home (WFH) practices for back-office airline employees, diversification, and lessons learned in terms of the importance of nimbleness, proper succession planning, and liquidity management, provides a roadmap for future resilience. In terms of future research directions, this paper proposes longitudinal studies post-2023 and exploration of technological impacts such as the aviation industry's digital transformation and automation process and policy influences.
Published Version
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