Strategic direction in the airport business: enabling or disabling?

Abstract

Airport strategic direction is usually linked to the changing nature of airlines and their evolving facilities requirements. In the US airports are predominantly publicly owned giving rise to different organizational structures to those associated with many of the other countries, such as the UK, which are currently experiencing a change in the nature of airline products. This paper examines the different responses that are possible and not possible within the organisational structures of airports, focusing on some of the limitations of the current US and UK models of ownership and how these may impede economic growth. The paper ends with a look at the structural problems that arise in the management of air travel in the best interests of the traveller in the UK and how these problems might be resolved through alliances between the airlines and the airports.

Citation

Pitt, M. (2001), "Strategic direction in the airport business: enabling or disabling?", Facilities, Vol. 19 No. 3/4, pp. 150-156. https://doi.org/10.1108/02632770110381766