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WESTJET: BUILDING A HIGH-ENGAGEMENT CULTURE
Ken Mark wrote this case under the supervision of Professor Gerard Seijts solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality.
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Copyright © 2009, Ivey Management Services

Version: (A) 2009-08-11

INTRODUCTION

In late April, 2009, a senior manager at WestJet Airlines (WestJet) came across two news articles — one in
Maclean’s, a Canadian news magazine, and the other in the Globe and Mail, Canada’s national newspaper
— that hinted at a dilemma faced by WestJet: How to continue to build its high-engagement culture as it experienced high rates of growth?1
WestJet stood out from other Canadian airlines in many ways. For example, despite a difficult year in
2008, WestJet was one of only a few airlines worldwide that were profitable that year. Whereas other airlines had cut their available seats, WestJet had continued to expand its reach. The company was able to not only survive but to thrive in a depressed environment because of its combination of low operating costs, a non-union environment and, most importantly, a unique corporate culture