According to American Airlines’ website, it states that it owes its employees “the best company culture in the business – one that’s built on respect” (“Our culture”). As an airline that is tasked with making the flying experience not only safe, but comfortable, it is imperative that American Airlines has a workforce dedicated to customer service. American Airlines has sought to make its culture a competitive advantage. Per the competing values framework, its culture, characterized by employee bonuses and pay boosts, aligns with the collaboration/clan value which means to “do things right.” The collaboration techniques include talent management, employee empowerment and emphasizing interpersonal relationships in the organization.

Boasting a diverse workforce, American Airlines makes inclusion an inherent part of the organization. The greatest example of this is its Employee Business Resource Groups that create an inclusive environment for specific communities by race, gender, sexual orientation, ethnicity, religion, age and sense of social responsibility. American Airlines also honors individuals inside and outside of the organization for their commitment to inclusion with the Earl G. Graves Award for Leadership (“Employee diversity”). Compared to the rest of the airline industry, American Airlines has some of the most outward rewards and top-of-mind internal initiatives that do not segregate or isolate its employees but give them a place.

The company also provides in-class and online trainings on matters of diversity, a program titled “It’s Cool to Fly” for individuals with autism to participate in an inflight simulation, all indicative of a broad sense of diversity. American Airlines strengthens its culture and diversity/inclusion initiatives by asserting that it is a journey and not a formula or a process at which one will arrive at their destination. As people change and times change, it is imperative that initiatives to include and bridge gaps continues rather than creating or widening them.