Salamair: Case Study Analysis

Running head: ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
SALAMAIR: CASE STUDY
Name of Student
Name of the University
Author Note

1ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
Executive Summary
The aim of the report is to prepare a case study of the SalamAir airline company from Oman.
The case study begins with the critical analysis of the changing external environment wherein
SalamAir is located. The Porter five forces are utilized for analyzing the competitive
environment of the company. This is followed by the analysis of the organizational culture
and structure. The Model of Change Management implemented in this case study is the
Lewin’s Change Management Model. The impact of this change on the staff is further
explained in details. The case study is concluded with some recommendations for the Human
Resource Management of SalamAir.

2ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
Table of Contents
Introduction................................................................................................................................3
Discussion..................................................................................................................................4
Critical Analysis of the Changing External Environment......................................................4
Porter’s Five Forces...........................................................................................................5
Organizational Structure and Culture.....................................................................................6
Impact of Organizational Structure....................................................................................6
Impact of Organizational Culture.......................................................................................9
Models of Change Management..........................................................................................11
Impact of Change upon Staff...............................................................................................15
Change Management Process..............................................................................................18
Recommendations for Human Resource Management 440.................................................21
Conclusion................................................................................................................................23
References................................................................................................................................24

3ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
Introduction
SalamAir, established in 2016, is a relatively new low cost carrier from Oman
(Salamair.com 2019). The Muscat National Development and Investment Company
(ASAAS) is the owner of the company, with Khalid Al Yahmadi as the chairman and
Mohammed Ahmed as the CEO. SalamAir operates from the Muscat International Airport
and has its headquarters in Muscat, Oman (Salamair.com 2019). The report is primarily a
case study of SalamAir, identifying the changing external competitive environment of the
company through the Porter’s five forces. The analysis of the organizational structure and
culture of SalamAir gathers some insight on the influence of the same on the company’s
employees. Since the company is relatively new, the changes that can be incorporated for the
better performance of the airlines are identified through the models of change management.
This change is further analyzed by understanding the manners in which this change can
influence the staff of the company. The report is concluded with academic reflection on the
change process along with certain recommendation for the Human Resource Management of
SalamAir.
The orientation of the Sultanate of Oman for diversification of the economy had
shifted the concentration of the sultanate from gas and oil sector to preserve the sustainable
growth of the economy and hence the ASAAS was established in 2014 (Madbouly 2017).
The SalamAir is a recent investment of the ASAAS, with its fleet diligently selected to permit
effective utilization of fuel as well as provide congenial experience for the passengers. The
SalamAir’s first flight test occurred on 18th November 2016 with its first commercial flight
on 30th January 2017 from Salalah to Muscat (Planespotters.net 2017). The brand identity of
the organization reflects the pacifying blue seascapes and exuberant green landscapes of

4ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
Oman. The airlines is embedded with the deep rooted Omani culture and is the first low cost
airlines of Oman (Salamair.com 2019).
Being a new enterprise, the SalamAir encounters several difficulties in spite of which
it maintains its steady hold in the market. The customer reviews regarding the airlines in
varied online avenues does not promote a successful brand image. There are issues regarding
the airline services, incompetent staff, poor customer service, several technical faults and
such other complaints from the customers who have availed the services of the company due
to the low cost fares (Tripadvisor.in 2019). In order to keep the prices at all-time low the
company has sacrificed in areas where quality and services have failed to satisfy the
customers, thereby gaining a degrading name for the company. The report consists of certain
change model suggestions that can assist in improving the service quality and performance of
the company. It also states how the changes might influence the structure and the employees
of the company and thereby provides suggestions to manage such situations efficiently. The
CEO of the company is hopeful that the time for the company is right to expand and in order
to ensure this process, it is necessary for the company to maintain its brand name in the
global market.
Discussion
Critical Analysis of the Changing External Environment
The Middle East aviation industry and its market are rapidly growing with regards to
the international traffic. The upcoming two decades portrays a promising rise in the number
of air travel in the above mentioned region. This is beneficial indication for the SalamAir
since it has Saudi Arabia as the second terminus for international migrants and the sixth
terminus for international students and the Dubai Airport being the third largest hub globally
(ATAG 2014). The Middle East also incorporates several other airlines such as Flydubai,

5ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
Bahrain Air, Jazeera Airways, Nas Air, Sama, Air Arabia and such others that pose as major
competition to the newly formed SalamAir. Although the countries in the Middle East seem
to be rapidly growing in the international traffic, the prime challenge for the countries remain
with the increasing flight delays. In accordance with the National Center of Statistics and
Information, the tourism industry contributed in 2.8% growth in the GDP of Oman in 2015
and nearly 2.5 million international tourists came to the sultanate in 2016 (Through Sea and
Air only). Hence, there are expectations that there shall be a 7% increase in the number of
international tourists within a span of 10 years (Ncsi.gov.com 2019).
Porter’s Five Forces
A framework tool utilized for the analysis of any organization’s competitive
environment, the Porter’s Five Forces have been implemented in identifying the changing
competitive environment of the SalamAir (Porter 2008).
 Brand Rivalry: The fact that the SalamAir is a newly accommodated entry into the
Airline industry of Oman, it has a number of well established competitors in the
market such as the Ethiad Airways, Air Arabia, Rotana Jet, Emirates, Oman Air,
FlyDubai, Qatar Airways and so on. To gain an edge over such competitors, the
SalamAir can incorporate better service and even ecofriendly changes within the
organizational structure (Wu, Cheng and Ai 2018). The rivalry among these brands
are high and thus creates a healthy situation for the company to develop in a better
and improved manner.
 Bargaining Powers of the Suppliers: The major suppliers in the airline industry are
Airbus and Boeing (Netessine, Kleindorfer and Wind 2009). While the inputs in this
industry are standardized, the airline organizations differ in amenities that they offer
to the customers. Since the manufacturing process of the planes are huge investments
and are occupied by the aforementioned organizations, the SalamAir has no other

6ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
option than to purchase from these two companies. This makes the bargaining power
of the suppliers more in comparison to the chosen organization and with the
availability of two prime suppliers, the options for switching are also limited for the
SalamAir.
 Bargaining Powers of the Buyers: With the availability of the varied types of
airline organizations, the buyers of the services provided by these companies have the
power to switch from one company to another. It must be noted that every airline has
its own niche and while some keep their focus on cost, others focus on amenities
provided to customers The SalamAir being a new organization has entered the
market with the motive of providing cheap air fares so as to attract more customers
(Vallero 2018). This strategy has been successful however, accompanies certain
service related issues. The bargaining power of the buyers in case of the SalamAir is
low since the company already has reduced fixed prices for every type of flight fares.
 Threat of New Entrants: The threat of new entrants is of significance to the
SalamAir since the organization itself is a new entry into the airline industry and
already has a list of existing competitors. However, it must be mentioned that the
entry into the airline industry is not easily accessible, due to the low switching costs
and the large investments that are required, without any promising returns for the first
few years. These facets make the threat of new entrants in the industry to be low,
thereby enhancing the market position of SalamAir to a considerable amount.
 Threat of Substitutes: There are a varied number of substitutes available in the
airline industry. The customers can easily switch their choices in accordance with the
services provided by the varied airline companies in accordance to the price range.
The SalamAir has an edge in this aspect as it the first low cost carrier in Oman and
hence is an option for people who prefer cost to amenities. However, in case of

7ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
amenities, the other competitors of the chosen organization are far ahead. Hence, the
threat of substitutes for the company varies with the customer preferences.
Organizational Structure and Culture
Impact of Organizational Structure
The varied changes implemented and strategized by organizations, enhances their
profitability and yield, which inevitably comprises of certain influences on the organizational
culture and structure (Olson, Slater and Hult 2005). The structure of SalamAir is hierarchical
in nature wherein the employees and staffs belonging to the organization are segregated into
distinct teams and groups that overlook varied operations of different fields of the
organization. The hierarchical structure in an organization is usually observed to be effective
and efficient for the management and allocation of the resources and responsibilities within
the organizational sectors. The method of division of responsibilities among varied teams of
employees, assists the organization in order to track the functions, processes and operations
as well as evaluate the performance levels of each division (Shafritz and Jang 2015). The
varied facets on whose basis the several teams within the organizations that are modelled in a
hierarchical structure is segregated can be identified as:
 Functions: The organizational scope of the SalamAir consists of varied functions,
which requires to be effectively executed so as to ensure smooth operation and
thereby a stability in the yields of the organization. Such other functions that an
airline company like the SalamAir includes are customer service, ticketing facilities,
hospitality services, financial management, addressing the grievances, management of
online portals. The employees and staff of the organization are segregated in
accordance with their skills for performing the aforementioned functions within the
organization.

8ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
 Geography: It must be mentioned that SalamAir has plans for expansions and is
currently approaching varied allocation of resources in respect to the plan
(Salamair.com 2019). In order to expand the scope of the varied operations of the
organization, the company must engage in the division of the duties within the
structure of the organization. The geographical facets needs to be analyzed well in this
matter in the cases of resource allocation that shall suffice the expansion plans of the
organization.
 Services: Being a new entrant in the airline industry, SalamAir offers the varied
primary services such as hospitality and catering. The company also provides online
solutions through its official website, which contains information regarding the flight
fares, timings, services like check in facilities, refunds, exchange, upgradation of
baggage and seats, and such others. All these varied services provided by the
organization, needs proper allocation of efficient staff for meeting up to the
requirements of the customers. The organizational structure of SalamAir takes into
consideration all the varied services provided by the organization in order to ensure
high net yield and customer satisfaction. It must be noted that the sector that requires
most amount of attention for improvement is this particular service sector within the
structure of SalamAir.
The Chief Executing Officer who is responsible for the varied sectors of the
organization and the employee’s performance heads the company, SalamAir. There are a
number of supervisors who function under the Chief Executing Officer of the organization.
The Chief Financial Officer of the firm, who reports directly to the Chief Executing Officer,
focuses on the financial actions, budgeting and planning for future expansions of the
company. Further, the Chief Operating Officer who oversees the administrative and
operational activities and functions of the firm on a daily basis and directly reports it to the

9ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
Chief Executing Officer. There are segregated teams that take care of the service sectors and
sales sectors of the organization. In addition to these posts and departments, there are
segments within the structure of the firm to manage the commercial activities and branding of
SalamAir such as the Engineering departments, Business and corporate development
departments, Media and communication teams and lastly the Human Resource Management.
The influence of the hierarchical structure of the SalamAir on the performance of the
varied employees and teams of the organization reflect that the managerial decisions
commanded from the leaders and managers of the organization keeps the execution of the
company processes smooth and effective (Donaldson 2001). The segmentation of skilled staff
in specific teams makes it easier for the organization to locate and analyze the issues within
the organization. Furthermore, the efficient performance of the Human Resource
Management ensures the well being of the employees, addressing their grievances and
resolving them as per requirements. The overall segmentation of the duties and the
responsibilities of the varied sectors of the SalamAir, in accordance with the hierarchical
structure, the organization further encourages and motivates their staff in order to
amalgamate the individual and collective interests of both the employees and the firm and
align them with the objectives and prospectives of SalamAir.
Impact of Organizational Culture
In order to determine the level of involvement of the individuals and employees of an
organization, the organizational culture renders a pivotal role. The conception of a culture
within an organization implies within its scope the beliefs, assumptions and values that are
typical to the organization as well as pertains to the ways of interaction between the varied
sectors of the organization, its staff, employees, supervisors and such other facets
(Linnenluecke & Griffiths 2010). The social and psychological environment of the firm is

10ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
directly determinable in accordance with the culture that is pertained within the
organizational scope.
Pertaining to this attribute, it can be inferred that the SalamAir incorporates within its
scope the qualities of respect, trust and belief among the employees and staff of the
organization. The transparency maintained within an organization keeps the integrity of the
varied segments intact. Thus, it can be assumed that the work culture at SalamAir is
employee centered as far as the goals of the company is attained.
SalamAir has incorporated a clan culture that is operative within the parameters of the
organization. The clan culture is a type of culture wherein the integration of differing facets
of an organization is focused on, so as to adhere to a stability within the company (Slater,
Olson and Finnegan 2011). The value of collaboration is highlighted in this type of culture
and the same is reflected by the employees of the company, as they think themselves to be
intrinsically an active attribute of the company. The managerial style influences the
productivity of the employees and the same is reflected in case of SalamAir, wherein the
employees follow the lead of the supervisors and through the hierarchical structure maintains
harmony within the company operations. The leadership style followed by the SalamAir
supervisors have had huge impacts on the performance of the employees and this is visible
through the swift growth of the company in the global market.
The influence of the clan culture over the SalamAir can be determined by the
significance given to such values as high commitment and loyalty by the employees of the
company. The spirit of collaboration within the several distinct sectors of the organization is
hugely significant to the complete development and progress of the organization. As seen
from the performance levels of the company, SalamAir is currently encountering certain
difficulties in meeting up to the expectations of the customers in terms of the service

11ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
provided by the company. Since the company is still relatively new in the market, the brand
image of the company and its reputation can easily be stained. The collaboration of the varied
managerial leaders and the employees of the organization can together insist on improving
the condition of the organization and thereby create for themselves a secure and work
friendly environment within the threshold of SalamAir. Therefore, the significance of the
culture in which the employees of the organization work is a matter of pivotal concern
(Alvesson 2012). The culture should also promote healthy and transparent relationships
between the hierarchical structure of the organization.
Models of Change Management
Change Management is an essential aspect, which provides a headway for progress of
any organization, since change is inevitable and ,must be accepted for the prupose fo
complete development. It is a collective term comprising of all approaches implemented to
support and prepare to the employees and teams of an organization, for certain specific or
general changes within the structure and culture of the organization (Todnem 2005). There
are several models for the change management to be implemented within the organization
such as The Lewin’s Change Management Model, Kotter’s Change Management theory,
Kubler-Ross Five Stage Model, McKinsey 7 S Model and such others (Hayes 2018). The
Change Model appropriate for the chosen organization for implementing changes in the
service process of the organization and thereby to enhance the sales and brand image of
SalamAir, is the Lewin’s Change Management Model.
Kurt Lewin and his Three-step Change Model had provided the foundations for the
Change Management theories that are still implemented in the modern times (Wirth 2004).
The Model comprises of simple terms and methods that shall ensure the proper execution of
the required changes in an organization. The Model incorporates three steps for the change to
occur and be accustomed to the organization, namely Freeze, Change and Unfreeze. Lewin’s

12ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
Change Management Model was first advocated in his paper, “Frontier in Group Dynamics”,
1947, thereby changing the perspectives of entrepreneurs towards the administration of
changes within the organization (Sarayreh, Khudair and Barakat 2013). It must also be noted
that John Kotter’s renowned 8-step model is created on the basis of the simple model of Kurt
Lewin.
The prime issues that is degrading the brand image and sales of SalamAir is the
service it provides to its customers. There are issues within the structure of the organization
as well as the way in which the employees carry out their duties. Therefore, in order to
improve the standards of the company; the Lewin’s Change Management Model can be
implemented in the following manner:

13ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
Image 1: Lewin’s Change Management Model
 Unfreeze: The first step of the Lewin’s Change Management Model is known as
“Unfreeze” and encompasses the preparation of the employees, partners, stakeholders
and other sectors of the organization to accept and acknowledge that a change is
required in the company, which necessitates the breakdown of the prevalent status
quo in order to develop a new method of operating. In case of the chosen
organization, SalamAir, the managers and supervisors involved in the change
management process can utilize compelling messages including the sales figures,
degrading customer service index, deficient financial results and such other surveys
within the service sector of the company that distinctly states the need to enforce the
changes (Burnes 2004). This step also requires the challenge to the core values,
beliefs, attitudes and behaviors that presently define the company. Utilizing the
analogy the necessary changes are to be implemented in a manner that it changes the
existing causes as well as prepares varied sectors to assist in the change rather than
cause hindrances. The first step of the Lewin’s Change Management Model is
generally the toughest and most stressful as it restructures the balance within the
company and changes the ways things are usually done and hence requires immense
patience as well as motivation to the employees for initiating the change in the
organization (Rafferty and Griffin 2006).
 Change: After the uncertainty induced by the unfreeze stage, the second stage is the
“Change” wherein the new ways and methods of work are implemented, thereby
leading the organization towards a new and better direction (Cummings, Bridgman
and Brown 2016). The transition required in case of the SalamAir airline company is
the improvement in its customer service avenues, the proper training of the staff,

14ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
improving strategies of the company so as to avoid delays in the flight courses and
responses to the customer needs. The company can also invest in some socially
responsible activities in order to promote the brand image that has been tainted due to
the substandard service quality. SalamAir can also develop certain marketing
strategies promoting the Omani culture and the ways the brand imbibes such culture
within their prospectives. The focus should also be shifted from the low cost strategies
to the investments required for the improvement of the standards of the company. In
order to implement these changes successfully, the organization needs to make the
employees realize the benefits they shall be receiving from these particular changes.
The transition from the second to the third step is a long process and requires
immense insight and hold on the change process as well as proper and effective
communication, in order to make the change triumphant in nature.
 Refreeze: The last step of the Lewin’s Change Management Model is to “Refreeze”
the varied processes of the organization. After the execution of the changes, the time
arrives for the company to gain back its lost balance by focusing on the changes
enforced within the purview of the organization, which is implied by the term
“Refreeze” (Shirey 2013). The ways in which SalamAir can identify the refreeze
phase is when the company shall start receiving good customer ratings in online
avenues, the charts portraying the service quality index shall become stable, and the
overall sales shall start increasing. The changes implemented must also be
internalized so as to ensure the continued implementation of the changes within the
organizational operations. The new stability attained by the company shall boost the
confidence levels of the stakeholders as well as provide motivation to the employees
to work even harder and further improve the position of the organization in the global
market. The significance of the “Refreeze” stage lies in the fact that if this stage is

15ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
absent then the employees are caught in an endless phase of transition that
demoralizes and confuses them. Hence, it is necessary to celebrate the “Refreeze”
stage in order to encourage future change management processes for further
development and progress of the organization.
The Lewin’s Change Management Model simplifies the process of understanding the
procedure for executing the change; however, due to the complicated nature of the modern
businesses, challenges are often encountered in the application of this model in the course of
the change management. With the proper recognition of the distinct stages of the change
management model, the application process of the change can be enhanced. SalamAir shall
be definitely benefitted with the relevant execution of the suggested methods (Levasseur
2001).
Impact of Change upon Staff
In order to retain a recognizable position in the global market, the organizations keep
changing their working methods so as to secure the most efficient manner for raising
productivity standards. SalamAir, in the process of incorporation of the changes within its
service sector shall experience certain hindrances since organizational change is a gradual
process. Such impacts upon the staff of the chosen organization are described in this section.
Change in any organization is first faced with fear and discomfort amongst the varied
sectors of the organization, especially the employees. Since, change can cause the structure of
the organization to change, the employees become worried about their tenure and the type of
work they shall be enlisted in their sectors. It forces them to step out of their com fort zone
and experience the temporary imbalance of the changes. Without proper understanding of the
change, the employees would tend to lose confidence in the organization, hence, appropriate
training is required for the change to be smoothly executed (Jimmieson, Terry and Callan

16ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
2004). The chosen organization, SalamAir has been encountering a major criticism from the
customers due to the substandard levels of services provided by the employees of the
organization. Hence, the implementation of a proper training process is necessary in order to
develop the management skills of the employees. The employees shall easily comprehend
this change since proper training shall develop their knowledge and prepare workers that are
more efficient in nature. The training process thus would enable the employees to understand
the process of change and shall equip them to manage the challenges caused by the change.
Another impact on the staff would be the change in the work culture of the
organization that shall change in order to accommodate the entire change plan. The
organizational culture of the SalamAir constitutes of a clan culture, wherein the workers and
managers are usually collaborative in nature and often lacks competition due to the lenient
methods employed. The changes required in the service sector must enhance the competitive
abilities of the employees and thus the clan culture needs to be altered temporarily. The
introduction of a competitive work culture will require the staff to work even harder in order
to achieve the targets at a rapid pace (Noe et al. 2017). This change in the style and manner
of the work culture can lead to low morale and stressful work environment. However, there is
a need for the implementation of these changes and hence the communication between the
supervisors and the employees of the organization shall enhance the process and rapidly
generalize the idea of change in work culture among the employees. The control of the
management over the aspects that might make the work environment different must be
regulated so that the employees do not feel too clustered in this transitional phase.
The employees and other staff of the airlines will not only be working harder but also
shall gain benefits from this change. The change process shall result in the higher
productivity levels of the company and thereby improve the salary scale of the company
employees. The technological upgradation of the online customer service avenues shall

17ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
require more insight from the technological divisions of the company. The overall
performance levels of the employees shall not be promising at first since new changes shall
be gradually incorporated within the working style of the employees (Hersey et al. 2007).
As the employees get to know more about the change management, their inclination
to learn the innovative techniques and imbibe the same within the purview of their individual
working methods enhances their productivity. Since change is an inevitable aspect in the
growth of SalamAir, the employees benefit individually from the change as well. It prepares
them to manage the challenges and enhances their outlook to deal with the hindrances that
may occur in the course of their career paths. The innovations induced in the service sectors
also boosts the confidence of the employees thereby highlighting the positive impacts of the
change management process in the chosen organization (Goetsch and Davis 2014).
The effectiveness of leadership is pivotal in this aspect since, proper guidance is
required in order to manage the employees for focusing on the new targets (Gill 2002).
Employees are often effected by the lack of communication while the change is employed,
which can lead to the misunderstanding among the supervisors and employees as well as raise
feelings of uncertainties among the employees. This can be avoided by the appropriate and
enhanced communicative skills of the leaders responsible for implementing the changes
within the structure and processes of the organization.
The technical changes in SalamAir might affect the staff in ways such as lack of
motivation amongst the workers, redundancy and even lead to effects on the employee
turnover rate. These impacts on the staff are common when the organization is going through
the process of change and hence, SalamAir should also be prepared to manage such
situations. In order to retain the employees, the chosen organization can communicate the
reasons behind the execution of such changes. The employees shall be influenced with the

18ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
promises of sufficient returns once the changes have been completely implemented (Herold,
Ferol and Caldwell 2007). The company must take the uncertainties amongst the employees
regarding the success of the change management process into consideration, as the employees
are the human capital for the organization.
Changes in the structure of the organization shall also lead to the dissolution of certain
members of the company so as to enhance the process of change management. This is a
negative impact on the staff of the company, but is also a necessary step, keeping in
consideration the future development of the company. This might result in speculation among
other employees. Such speculations can be avoided with the improved sense of
communication among the employees and the management of the company.
Another aspect that must be taken into account is the fact that change management
also influences the relationship between employees. If the change is successfully
implemented, the employee relation is stable with the management and such other superiors.
However, the disproportion in the changes implemented shall produce adverse effects on the
relationship of the management and the employees. The reason for such effects is the fact that
the efforts of the employees as well as the management then shall prove to be a failure and
the organization shall also suffer. In order to avoid such situations, the change management
process should be well researched and consulted with the varied sectors of the organization
before, during and after the implementation process (Jones et al. 2005). These are such other
facets that influence the employee performance, within the purview of the chosen
organization.
Change Management Process
The evolution of the Change Management systems over the years has increased the
ease of their application to the varied organizations in accordance with the given

19ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
circumstances of the organization. The terminology of the Change Management system
involves the Change Management Models, Change Management Process and Change
Management Plans (Smith and Fingar 2003). This section of the case study focuses on a
reflection over the varied aspects of change management and specifically provides an
academic reflection on the change management process of SalamAir.
The model implemented for bringing about a change in the service management of
SalamAir is the Lewin’s Change Management Model. The essential steps for the effective
management of the change model in the chosen organization can be identified from the
following points:
 Identification of the area of improvement: The identification of the sector wherein
the change shall be applied involves the identification of the resources and the
employees that shall facilitate the endeavor (Jeston 2014). It has been observed
through research that the identification of the sector for the change provides clarity for
the change management process. With respect to SalamAir, the sector that requires
the change management model to be implemented is the service sector of the
organization. The improvement of this service sector shall induce further development
of the organization.
 Presentation of a valid business case study to the stakeholders: The stakeholders
of an organization occupy the upper management sector from where they direct the
financial aspects required for the change management plans to be executed and be
successful. The stakeholders of the chosen organization must be offered a high level
of buy-in in order to influence their choices of investment in the change management
process. The stakeholders in the change management process of any organization is of
have pivotal significance and must be dealt with patience and effective
communication (Ackermann and Eden 2011).

20ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
 Data and resources for evaluation purposes: The identification of the resources and
the means of funding are essential elements of the change management process. In
this regard, SalamAir needs to focus on the ways to include the infrastructural
changes and improved software systems. The data gathered for stating the issues and
ways to resolve them are also pivotal for the smooth functioning of the change
management process. The clarity in the progress report measures the success achieved
by the process and thereby helps the company to assess the means and ends of the
change management process (Helfat et al. 2009).
 Communication: The entire process of change management is highly dependent on
the proper communication among the varied sectors of the organization (Valackiene
and Susnienė 2013). The sociological and psychological realities that are inherent in
the work cultures can be addressed effectively with open communication among the
employees and the managerial sections of SalamAir. Proper communicative structures
within the organization shall also lead to clarity and transparency in the process of the
change management.
 Managing the resistance and budgeting risk: Resistance to the change management
in an organization is a very usual aspect of the process, which primarily occurs due to
the uncertainties involved and the fear of the new and unknown elements of change
(Kirkman and Shapiro 2001). The allocation of the budget by the finance department
of SalamAir involves risks, especially the return on investment risks and thereby
requires skilled and tactical knowledge in this matter. Anticipation and management
of the resistance and the budgeting risks shall ensure a smooth change cycle within
the organizational structure of SalamAir.
 Appreciation of achievements: The recognition of the milestones achieved is
significant for enhancing the performance and confidence levels of the employees.

21ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
The “freeze” stage of the Lewin’s Change Management Model implemented in the
case of SalamAir, incorporate this aspect of appreciating the changes and the impacts
of such changes on the organizational performance. This shall enhance the scope of
the change management process and the adoption of the changed methods as well
(Cameron and Green 2015).
 Further reviews and revision for improvement: Change management is a
continuous process as the strategies implemented gradually adjusts within the
organizational culture and structure. It must be mentioned that SalamAir should not
only incorporate the methods to improvise the change in the service sector but also
follow the same for future expansion and development processes of the organization.
The strategies involved in the change management process requires certain techniques
and tools for methodical application and improved outputs (Hughes 2007). In order to make
the change management process effective in SalamAir, several tools can be taken into
consideration:
1. Business roadmaps
2. Readiness assessment
3. Change management training to employees
4. Stakeholder suggestion forum
5. Analytics and measurement of services
6. Resistance management
7. Business Case
Recommendations for Human Resource Management 440
 Hiring process: Recruitment is a pivotal function of the human resource management
in any organization (Cascio 2015). SalamAir can introduce a strict and rigorous

22ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
selection process in order to gain skilled employees. If the hiring process of the
company is improved, the method of incorporating such skilled employees in the
organizational structure shall also be rapid and improved.
 Training services: SalamAir must invest in the training process of the new entrants
into the organization as training introduces the employees to the work culture of the
organization gradually and efficiently. The training process shall also prevent further
mistakes and hindrances in the tasks performed by the employees (Katajavuori,
Lindblom-Ylänne and Hirvonen 2006).
 Emphasis on quality service: Since the airline company is new to the industry, it
focuses more on the low cost strategies than the other essential aspects for the
development of the organization, such as service quality (Yoon and Suh 2003). There
are varied responses and reviews on the internet that provides negative feedbacks on
the service provided by SalamAir, hence it should be the top priority of the company
to improve the varied service sectors of the company, such as ticketing services,
online information about the status of the flights, customer care services, refund
processes and so on. With the implementation of strategies in accordance with the
Lewin’s Change Management Model, SalamAir can achieve the desired services and
thereby improve the customer satisfaction levels.
 Improvement of customer service avenues: The customer service avenues, both
online and manual are means for the company to gain direct feedback and resolve the
issues encountered by the customers (Chen and Popovich 2003). The human resource
department can focus on the proper surveillance of the employees in the customer
service departments. These employees must be trained and directed for speedy
addressing of the concerns of the customers. Since the customer service sector of the

23ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
company is deficient in providing the required output, hence heightened importance
should be given to improve the efficiency levels of the employees of this sector.
 Rewarding excellence: The change management that shall be implemented in the
chosen organization will also require the appreciation of the employees (Hatch 2018).
In accordance with the change management process mentioned above the milestones
achieved through the process must be appreciated for enhancing the overall
performance levels of the organization. The employees can be rewarded with
incentives and promotions and such other means in order to boost the morale of the
employees and raise the standards of the work culture in the organization.
Conclusion
The case study involves a complete analysis of the SalamAir airline company of
Oman. It primarily incorporates the changes that are required to be implemented by the
company for improves productivity and sales revenue. The critical analysis of the changing
external environment for the company has been explained with the aid of Porter’s five forces,
which also explains the competitive environment of the company. The organizational culture
and structure are further analyzed for understanding the issues plaguing the company. The
Lewin’s Change Management Model is further implemented in order to bring about an
effective change in the service sector of the company. The impact of such changes on the
employees are immense and hence must be implemented with an efficient change
management process. The case study is concluded with the required recommendations for the
human resource department of SalamAir. Therefore, it can be inferred that the case study
shall improve the organizational structure of the company as well as the productivity levels.

24ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
References
Ackermann, F. and Eden, C., 2011. Strategic management of stakeholders: Theory and
practice. Long range planning, 44(3), pp.179-196.
Alvesson, M., 2012. Understanding organizational culture. Sage.
ATAG. (2014). The economic & social benefits of air transport. Montreal, Canada: ICAO
Burnes, B., 2004. Kurt Lewin and the planned approach to change: a re appraisal.‐ Journal of
Management studies, 41(6), pp.977-1002.
Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide
to the models, tools and techniques of organizational change. Kogan Page Publishers.
Cascio, W.F., 2015. Managing human resources. McGraw-Hill.
Chen, I.J. and Popovich, K., 2003. Understanding customer relationship management (CRM)
People, process and technology. Business process management journal, 9(5), pp.672-688.
Cummings, S., Bridgman, T. and Brown, K.G., 2016. Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. Human relations, 69(1), pp.33-60.

25ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
Donaldson, L., 2001. The contingency theory of organizations. Sage.
Gill, R., 2002. Change management--or change leadership?. Journal of change management,
3(4), pp.307-318.
Goetsch, D.L. and Davis, S., 2014. Quality management for organizational excellence:
Introduction to total quality.
Hatch, M.J., 2018. Organization theory: Modern, symbolic, and postmodern perspectives.
Oxford university press.
Hayes, J., 2018. The theory and practice of change management. Palgrave.
Helfat, C.E., Finkelstein, S., Mitchell, W., Peteraf, M., Singh, H., Teece, D. and Winter, S.G.,
2009. Dynamic capabilities: Understanding strategic change in organizations. John Wiley &
Sons.
Herold, D.M., Fedor, D.B. and Caldwell, S.D., 2007. Beyond change management: A
multilevel investigation of contextual and personal influences on employees' commitment to
change. Journal of Applied Psychology, 92(4), p.942.
Hersey, P., Blanchard, K.H. and Johnson, D.E., 2007. Management of organizational
behavior (Vol. 9). Upper Saddle River, NJ: Prentice hall.
https://www.salamair.com/en/about-us/profile (2019). Salamair.com. [online] salamair.com.
Available at: https://www.salamair.com/en/about-us/profile [Accessed 2 Sep. 2019].
Hughes, M., 2007. The tools and techniques of change management. Journal of change
management, 7(1), pp.37-49.
Jeston, J., 2014. Business process management: practical guidelines to successful
implementations. Routledge.

26ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
Jimmieson, N.L., Terry, D.J. and Callan, V.J., 2004. A longitudinal study of employee
adaptation to organizational change: the role of change-related information and change-
related self-efficacy. Journal of occupational health psychology, 9(1), p.11.
Jones, R.A., Jimmieson, N.L. and Griffiths, A., 2005. The impact of organizational culture
and reshaping capabilities on change implementation success: The mediating role of
readiness for change. Journal of management studies, 42(2), pp.361-386.
Katajavuori, N., Lindblom-Ylänne, S. and Hirvonen, J., 2006. The significance of practical
training in linking theoretical studies with practice. Higher Education, 51(3), pp.439-464.
Kirkman, B.L. and Shapiro, D.L., 2001. The impact of cultural values on job satisfaction and
organizational commitment in self-managing work teams: The mediating role of employee
resistance. Academy of Management journal, 44(3), pp.557-569.
Levasseur, R.E., 2001. People skills: Change management tools—Lewin's change model.
Interfaces, 31(4), pp.71-73.
Linnenluecke, M.K. and Griffiths, A., 2010. Corporate sustainability and organizational
culture. Journal of world business, 45(4), pp.357-366.
Madbouly, A., 2017. Assessing the Entrepreneurship Ecosystem of Sultanate of Oman. ISSN
1990-5149 PATRON.
Ncsi.gov.om (2019). Statistics. [online] Ncsi.gov.om. Available at:
https://www.ncsi.gov.om/Pages/AllIndicators.aspx [Accessed 2 Sep. 2019].
Netessine, S., Kleindorfer, P. and Wind, Y., 2009. Supply webs: Managing, organizing, and
capitalizing on global networks of suppliers. The network challenge: strategy, profit, and risk
in an interlinked world, pp.225-241.

27ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Olson, E.M., Slater, S.F. and Hult, G.T.M., 2005. The performance implications of fit among
business strategy, marketing organization structure, and strategic behavior. Journal of
marketing, 69(3), pp.49-65.
Planespotters.net (2019). [online] Available at:
https://www.planespotters.net/airline/SalamAir [Accessed 2 Sep. 2019].
Porter, M.E., 2008. The five competitive forces that shape strategy. Harvard business review,
86(1), pp.25-40.
Rafferty, A.E. and Griffin, M.A., 2006. Perceptions of organizational change: A stress and
coping perspective. Journal of applied psychology, 91(5), p.1154.
Salamair.com (2019). Salamair.com. [online] salamair.com. Available at:
https://www.salamair.com/en/about-us/news [Accessed 3 Sep. 2019].
Sarayreh, B.H., Khudair, H. and Barakat, E.A., 2013. Comparative study: The Kurt Lewin of
change management. International Journal of Computer and Information Technology, 2(4),
pp.626-629.
Shafritz, J.M., Ott, J.S. and Jang, Y.S., 2015. Classics of organization theory. Cengage
Learning.
Shirey, M.R., 2013. Lewin’s theory of planned change as a strategic resource. JONA: The
Journal of Nursing Administration, 43(2), pp.69-72.
Slater, S.F., Olson, E.M. and Finnegan, C., 2011. Business strategy, marketing organization
culture, and performance. Marketing letters, 22(3), pp.227-242.

28ACTION RESEARCH USING CASE STUDY APPROACH: SALAMAIR
Smith, H. and Fingar, P., 2003. Business process management: the third wave (Vol. 1).
Tampa, FL: Meghan-Kiffer Press.
Todnem By, R., 2005. Organisational change management: A critical review. Journal of
change management, 5(4), pp.369-380.
Tripadvisor.in (2019). [online] Available at: https://www.tripadvisor.in/ShowUserReviews-
g1-d12878332-r555111038-SalamAir-World.html [Accessed 2 Sep. 2019].
Valackiene, A. and Susnienė, D., 2013, January. Significance of corporate communication in
change management: theoretical and practical perspective. In Proceedings of the European
Conference on Management, Leadership and Governance (pp. 317-324).
Vallero, L., 2018. Budget flying, Omani style: SalamAir. Airways (Sandpoint, Idaho).
Wirth, R.A., 2004. Lewin/Schein’s change theory. Retrieved from.
Wu, H.C., Cheng, C.C. and Ai, C.H., 2018. An empirical analysis of green switching
intentions in the airline industry. Journal of environmental planning and management, 61(8),
pp.1438-1468.
Yoon, M.H. and Suh, J., 2003. Organizational citizenship behaviors and service quality as
external effectiveness of contact employees. Journal of business research, 56(8), pp.597-611.