This article explores experiences and challenges associated with the KQ implementation of its turnaround strategies. Setting:The study is based on KQ, which has seen one turnaround between 2004 and 2016. Method:The article adopted a qualitative research approach using a case study research design. Eleven participants were purposively selected for the interviews. Documents were also used as sources of data. Thematic data analysis was used as a form of content analysis.Results: Seven themes emerged from the primary data analysis. These include: employee involvement, exogenous factors, high operational and debt servicing costs, managementunion conflict, debt restructuring, nationalisation and leadership. Conclusion:The study concludes that the kind of leadership required during turnaround situations differs from when the company is on autopilot. During turnaround times, the chief executive officer (CEO) needs to exercise the authority recommended in the literature and that the shareholder and the board needs to give them the necessary space to exercise such authority.
For a number of years now, the South African Airways limped from one turnaround strategy to another, with little or no success. While there is a body of knowledge on turnaround strategies, little is known about the implementation of turnaround strategies in developing economies such as South Africa and of state-owned enterprises at that. The aim of this article was to explore some constraints experienced by SAA in the implementation of its Long-Term Turnaround Strategy. Purposive sampling was used to select participants to be interviewed for this study. Data were collected primarily through semi-structured interviews from 37 participants. Using thematic analysis, the following six themes emerged from the data analysis: shareholder's slow decision making, undercapitalisation of the airline, unstable political leadership, unhealthy board dynamics, leadership instability, and lack of management skills.
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