This paper is concerned with airlines, metaphors and organizational cultures. Specifically the paper seeks to answer the question, ‘why, when so many political and economic commentators are agreed that Canada has only room for one viable airline, has it proven impossible to merge the country's two main commercial airlines?’ To answer the question we draw upon Jenkin's (1994) critical historiographic approach, focusing on the development of the organizational cultures and associated discourses of each airline over time. In the process the paper traces the metaphorical use of the concept of competition in the development of the commercial airline business in Canada. We conclude that the culture of an organization may not, of itself, be enough to explain certain organizational outcomes (e.g., a failure to form a merger or alliance) - particularly organizations that are, in large part, dependent on broad policy concerns, but that broader social discourses (e.g., government policy), mediated by specific organizational cultures, may be the major influence.
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