Introduction WestJet’s success story reads like a fairy tale, especially after considering the fact that the carrier continued to achieve impressive growth in the face of economic hardships and spiraling fuel costs. The conceptualization and establishment of the airline is also as mysterious as its capability to survive in an environment which other established airlines were unable to penetrate owing to a myriad of factors ranging from stiff competition to rising fuel costs to poor management styles. WestJet’s story demonstrates how good corporate culture and sound management practices can integrate both senior management and employees in the pursuit of positive organizational outcomes and success. The idea to establish WestJet was hatched by Clive Beddoe, the President of the Hanover Group of Companies, when he discovered that it was actually cost-effective to procure an aircraft for use in his weekly business travels between the cities of Calgary and Vancouver since the aircraft could be availed for charter to other carriers when not in use, specifically to Morgan Air, owned by Tim Morgan. The response to this idea and initiative caused interested stakeholders, comprising Beddoe, Morgan, Don Bell, and Mark Hill, to recognize there existed an “…opportunity to satisfy the need in Western Canada for affordable air travel coupled with good service by starting an airline” (Mark 52). This was to be the beginning of WestJet, a company that was largely founded using a well-nurtured framework of low-cost, optimal customer satisfaction, engaging employees in the management, and low operating costs. More importantly, the carrier was able to build a vibrant culture through the development and initialization of programs that served to motivate employees to work productively. Some programs that have worked tremendously well for the company include: bottom-up management approach; allowing employees the leverage to own equity in the company; allowing employees to make decisions and act independently as long as they take into consideration the ramifications of their decisions; and the company’s generous profit sharing plan – a program that makes it possible for employees to be allocated bonuses based on the carrier’s profit margins (Mark 53). These and other strategies have enabled the company to achieve success that can only be envied by other companies operating in the airline industry, including large national carriers such as Canadian Airlines. As reported by Mark, “…WestJet grew from two planes in 1996 to 21 in 2000…Revenues in 2000 were Cdn$ 332.5 million, and expected revenues in 2001 were Cdn$ 460 million” (54). Problem Definition Some of the senior management members were worried that the unprecedented growth and success attained by WestJet over the few years that it had been in operation would inarguably affect its corporate culture – the very foundation of its growth (Mark 52). Don Bell, the cofounder and senior vice-president in charge of customer service, was particularly obstinate that the enormous growth of WestJet and stiff competition from established and new airlines could make it difficult for the company to maintain its culture despite the fact that other senior managers believed that maint