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Organisation Using Action Research Model: Malaysia Airlines

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Discuss about the Organisation Using Action Research Model for Malaysia Airlines.




It is necessary to resolve an identified problem in an organisation. This is important because the problem might also be a critical one. Having problem in an organisation is much better than leaving that unidentified. Such issues might potentially damage the operation and the reputation as well (Saaty & Vargas, 2012). In this assignment, the example of Malaysia Airlines is taken to understand the concept of action research model in repairing an issue. The chosen link is on a plane crash that happened in the year 2014 (Diehl, 2017). The main purpose of this assignment is to analyse the issue such as plane crash in Malaysia Airlines and the relevant action from the company in the governance of action research model.

Identified issue

After another incident of plane crash such as of a flight MH17 has shaken the problem investigation department. In earlier accident cases of few other different flights of Malaysia Airlines before, the necessity to have a globalised organisation that investigates independently the accident cases. Human errors were identified as an underlying cause behind the crash. Crew Resource Management (CRM), which is internationally identified, had believed to provide a significant relief from such cases. However, it somehow did not happen in this case. It was indeed not cared by some airline companies. Another issue was identified was the presence of an investigation body, which would operate globally and independently to investigate such accidents to find out the exact causes. Moreover, such program will help in identifying the issue, which is necessary to get any solution from the management of the respective company (Diehl, 2017).

Changes made in the influence of action research model

The incident and similar like such more accidents in the past has raised several questions on the governing body of the Malaysia Airlines (Ancel & Shih, 2012). To mitigate the issue, the management has realised the importance of certifying the pilots under the certification course “Crew Resource Management (CRM)” (Hänsel et al., 2012). It was earlier not realised. Nevertheless, the training course is designed in such a way that it educates the pilots on the different human errors that may arise. There has been similar such accidents in past in the Malaysia Airlines. The company has identified the importance of conducting research to know the reasons behind the cause. This is for such reason it was felt that there should be an investigation body that investigate the entire matter with utmost use of technology and independently as well (Steven, Dong & Dresner, 2012). The identified need requires an independent and highly competent operation, so as to find the exact cause behind the rising number of accidents. This is never possible with national based investigation body. However, there is a problem as such that it will be complicated to decide the appropriate body of investigation as there are both the “country of occurrence” and the “country of manufacture”. There lies the confusion. This will be confusing that whom to look for detecting the cause of accidents. Additionally, one of such countries might have their shortcomings in technology, which might deter them from finding accurate causes behind the accidents (Hussain, Al Nasser & Hussain, 2015).

This is because of all such reasons there is a requirement to have a “United Nations Transportation Safety Board”. It will really be challenging to rely on a national body. The united organisations body will take care of the existing organisations such as Malaysia Airlines. The management has shown its utmost inclination towards the urgency (Lin, 2012). The organisation has analysed the importance of action research model, which is why it has given importance to research works on the different accidents that the Malaysia Airlines had in past (Tripp, 2005). The company had first researched the reasons behind the accidents. This has helped the management team reach to a conclusion after conducting an extensive research on the probable causes behind the accident. After getting few probable reasons, they have cross checked those with the established reasons behind some other accident cases in past. A cross check study helped them to reach to a single cause, which is the human error. Human error has been identified as the actual cause behind many airline accidents. The action research model has helped to research on the causes. Moreover, the model has supplied the desired results. They have also analysed the importance to collaborate with the “United Nations Transportation Safety Board”. This will actually help them in getting helps on any accident if it happens in the coming future (Puah, Liew & Arip, 2012).


Conclusion and recommendation

The tragedy as such of Malaysia Flight crash needs to be monitored with utmost technology and infrastructure supports. The air plane crash is always very susceptible to happen. Ever since the inception of airplane, things have not changed. However, the study has shown that the Malaysia Airlines has identified the probable reason behind the accident. The probable reason was the human error. The reason can well be diminished with the help of Crew Resource Management (CRM) training given to the pilots. Additionally, the paper has also identified that there is a need of a centralised investigation governing body, which is well equipped with technology and is operating independently. This is for such reason “United Nations Transportation Safety Board” came into existence. This is also because the nationalised body might not be technically equipped. Henceforth, they will succumb to flaws in their operation. Moreover, the “country of manufacture” and the “country of occurrence” might not be competent enough to handle the complexity. However, there should be an infrastructure development in every country in order to respond to the criticality in real time.

Recommendation will be for improving the infrastructure capability of Malaysia Airlines. This will help them control the rising cases of accidents. This is because it will provide the country to have its own investigation set up. This is immensely required in order to get into the root causes of accidents and reduce the casualties. The facility development is extremely required to gradually improve in controlling the accident cases.



Ancel, E., & Shih, A. T. (2012). The analysis of the contribution of human factors to the in-flight loss of control accidents.

Diehl, A. (2017). Malaysia Airlines tragedy proves we need international investigative body. [online] PBS NewsHour. Available at: [Accessed 17 Oct. 2017].

Hänsel, M., Winkelmann, A. M., Hardt, F., Gijselaers, W., Hacker, W., Stiehl, M., ... & Müller, M. P. (2012). Impact of simulator training and crew resource management training on final-year medical students' performance in sepsis resuscitation: a randomized trial. Minerva anestesiologica, 78(8), 901.

Hussain, R., Al Nasser, A., & Hussain, Y. K. (2015). Service quality and customer satisfaction of a UAE-based airline: An empirical investigation. Journal of Air Transport Management, 42, 167-175.

Lin, W. C. (2012). Financial performance and customer service: An examination using activity-based costing of 38 international airlines. Journal of Air Transport Management, 19, 13-15.

Puah, C. H., Liew, S. L., & Arip, M. A. (2012). Determinants of Capital Flight in Malaysia. Journal of International Finance and Economics, 12(3), 5-10.

Saaty, T. L., & Vargas, L. G. (2012). How to make a decision. In Models, methods, concepts & applications of the analytic hierarchy process (pp. 1-21). Springer US.

Steven, A. B., Dong, Y., & Dresner, M. (2012). Linkages between customer service, customer satisfaction and performance in the airline industry: Investigation of non-linearities and moderating effects. Transportation Research Part E: Logistics and Transportation Review, 48(4), 743-754.

Tripp, D. (2005). Action research: a methodological introduction. Education and research , 31 (3).


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