Strategic Management in Aviation

Strategic Management in Aviation

Critical Essays

Lawton, Thomas C.

Taylor & Francis Ltd

07/2007

416

Dura

Inglês

9780754626510

15 a 20 dias

930

Descrição não disponível.
Contents: Foreword, Naresh Goyal; Introduction; Part I Conception: The development of the airline industry from 1978 to 1998: a strategic global overview, Daniel Chan; Rethinking the aviation industry, Peter R. Costa, Doug S. Harned and Jerrold T. Lundquist; Mission statements of international airlines: a content analysis, Sharon Kemp and Larry Dwyer. Part II Creation: The case of Morris Air: a successful startup, Albert Charles Schultz and Erika Patricia Schultz; EasyJet: a case of entrepreneurial management?, David Rae; Embracing and exploiting industry turbulence: the strategic transformation of Aer Lingus, Denis G. Harrington, Thomas C. Lawton and Tazeeb Rajwani. Part III Context: Non-Market: European major airlines: strategic reactions to the 3rd package, Yu-Chun Chang and George Williams; The making of an African success story: the privatization of Kenya Airways, Yaw A. Debrah and Oliver K. Toroitich; Managing risks in the airline industry, Kichisaburo Nomura; Managing proactively in turbulent times: insights from the low-fare airline business, Thomas C. Lawton. Part IV Context: Market: Strategies in a dynamic marketplace: a case study in the airline industry, Peter Kangis and M. Dolores O'Reilly; Airlines within airlines: an analysis of US network responses to low cost carriers, Peter Morrell; Incompatibilities of the low-cost and network carrier business models within the same airline grouping, Luca Graf; The US airlines relative positioning based on attributes of service quality, Dogan Gursoy, Ming-Hsiang Chen and Hyun Jeong Kim; Positioning Southwest Airlines through employee branding, Sandra Jeanquart Miles and W. Glynn Mangold. Part V Content: The organizational choice between evolutionary and revolutionary capability regimes: theory and evidence from European air transport, Mark Lehrer; Why incumbents struggle to extract value from new strategic options: case of the European airline industry, Paul Vlaar, Paul De Vries and Mattijs Willenborg; Competition
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Federal Aviation Administration;low;UK Civil Aviation Authority;cost;Highest Quality Service Provider;airlines;Air UK;southwest;Charleroi Airport;airline;AOM;industry;LCCs;aer;Equity Alliances;lingus;Aer Lingus;carriers;LCC Business Model;european;Basiq Air;Daniel Chan;Low Cost Business Model;R. Peter;Breakeven Load Factor;Doug S Costa;Route Network;Harned Lundquist;Morris Air;Jerroid T. Lundquist;Alliance Specific Investments;Kemp Sharon;Low Cost Airlines;Larry Dwyerb;Airline Alliances;Schultz Albert Charles;Full Service Airlines;Schultz Erika Patricia;Employee Branding Process;Colorado Aurora;Kenya Airways;Rae * David;Desired Brand Image;Denis G Harrington;Employee Branding;Thomas C Lawton;Revenue Management;Rajwani Tazeeb;Secondary Airports;Chang Yu-Chun;Williams George;Debrah Yaw A;Toroitich Oliver K;Kichisaburo Nomura;Peter Kangis a *;M. Dolores O'Reilly b;Peter Morrell *;Luca Graf;Gursoy a Dogan;Chen b * Ming-Hsiang;Kim c Hyun Jeong;Sandra Jeanquart Miles *;W. Glynn Mangold;Mark Lehrer;Paul Vlaar;Paul De Vries;Mattijs Willenborg;Franke Markus;Loizos Heracleous;Wirtz Joehen;iohnston Robert;Kleymann Birgit;Hannu Seristoe b;S.C. Morrish;R.T. Hamilton;Lesley Pender *;Jan Veldhuis;Andreas Knorr;Arndt Andreas;Heike Bruch;Thomas Sattelberger;Sean D. Barrett *;Robert C. Ford;aviation management;enterprising management;strategic risk management;aviation strategies