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While airports traditionally have been seen as classic examples of public enterprises, the government’s role in airport management has been changing throughout the world. This study explores airport governance models with a focus on stakeholder issues. Relatively little is known empirically about how public, private, or public–private partnership (PPP) provision of airport services affects different stakeholders. The main aim of this study is to develop a better understanding of the impact of airport governance forms on stakeholders. For this purpose, a theoretical background focused on identifying airport stakeholders and their conflicting interests is followed by a qualitative content analysis using past studies on airport management. The results suggest that a balanced approach is required to deal with stakeholder interests detached from their governance structures.

Aviation Logistics and Management, Organization Management.

This case is suitable to be used in advanced undergraduate and MBA/MSc level.

This case highlights the challenges of obtaining “Green Organization” certification process of ICF Airports Antalya. The Directorate General of Civil Aviation (DGCA) has initiated a Green Airport project in 2009. The aim of the project is to promote the systematic reduction and, where possible, elimination of the environmental impacts of airport operation. Organizations are required to establish, implement, document, and maintain an environmental management system (EMS) in accordance with the current version of the TS EN ISO 14001 EMS Standards. An annual Greenhouse Gas Inventory Report is required to be prepared in accordance with the TS EN ISO 14064-1 standard, and Greenhouse Gas Inventory Report must be verified by the TSE in accordance with TS EN ISO 14064-3 standard. When an organization meets these requirements, DGCA grants the organization a “Green Company” certificate, which allowed a 20% discount on the extension fee of authorization documents and licenses. Although ICF Airports Antalya faced several challenges, it was issued “Green Organization” certificate by the DGCA in 2010 and finally became 19th greenest airports in the world.

This case illustrates the following:

• the process of Green Company certification in aviation sector;

• the ways to handle challenges of the green organization certification process; and

• the needs for engaging stakeholders in environmental initiatives.

the process of Green Company certification in aviation sector;

the ways to handle challenges of the green organization certification process; and

the needs for engaging stakeholders in environmental initiatives.

In this chapter, we estimate the allocative efficiency of Spanish airports in the pre-privatization period from 2009 until 2014. The estimation of an input-oriented distance system of equations allows us to calculate different allocative efficiency measures using two approaches. The results show that allocative inefficiencies exist for Spanish airports during this period. Moreover, in breaking down allocative efficiency changes by periods coinciding with different government strategies of privatization, we find important differences. In the initial period, when the government encouraged decentralized management of airports and privatization of the largest airports, allocative efficiency improved (from 2009 to 2012). In the second period, however, when the government focused on centralized airport management and privatization of the system as a whole (from 2012 to 2014), inefficiencies slightly increased again.

Assessing air cargo strategy from an airport's perspective is relatively novel, and it seems little attention has been paid to this research area. This chapter will address this research gap by introducing an Airport Cargo Strategy Canvas, designed to help build cargo strategies for individual airports.

The Airport Cargo Strategy Canvas can be used as a tool to analyze and improve the air cargo strategy of an airport. The first part of this chapter will explain the different components of the Airport Cargo Strategy Canvas more in detail. The horizontal axis on the canvas differentiates between exogenous and endogenous drivers of airport competitiveness. The vertical axis distinguishes between the airport product and the airport market. The canvas also considers potential disruptors and principal shareholders' objectives. The different components of the canvas allow the analyst to dig into the main features and differentiators of respective airports. The canvas might also be helpful to structure and compare the strategic components and framework of their own or competitors' cargo strategies.

In the second part, the Airport Cargo Strategy Canvas was applied to Brussels Airport to analyze its cargo strategy. The canvas showed several strengths and weaknesses, opportunities and threats in its current cargo strategy. The completed canvas will let Brussels Airport's executives explore and analyze the strategy of their main competitors and peers' strategy and help them identify potential gaps in their strategies.

Airport economics literature has recently included the supply of concession services among the factors that might affect airport pricing. In particular, there is only little empirical analysis on whether: (i) the supply of airport concession services can stimulate the demand for travel (two-side complementarity) and (ii) the demand for airport concession services is independent of traveling activities (welfare neutrality). In this chapter, we survey papers that have addressed two-side complementarity and welfare neutrality in airport concessions. Our goal is to discuss the different assumptions that have shaped the models and to collect evidences, facts and empirical findings that may support analytical hypotheses. We argue that the notions of two-side complementarity and welfare neutrality might be interrelated – especially when airports invest in concessions in the area accessible to non-passengers. Welfare gains should be assessed on a case by case basis, depending on the type of airport in terms of ownership, size (and the relative mass of connecting passengers compared to origin–destination passengers), and the source of concession revenues. Our arguments might be particularly relevant to policy makers who need to understand (i) whether the supply of concessions reduces or increases the benefits of airport (aviation) price regulation and (ii) whether the effective control of market power may require the regulation of the prices of both the businesses.

The implications arising from the underrepresentation of women and inequality of female participation in leadership and senior management positions continues to challenge many sectors of the economy and transportation, including commercial aviation. Although concerted efforts have been made to introduce initiatives encouraging women into senior leadership roles, change is slow and women remain underrepresented on Senior Management Teams (SMTs) and the Executive Committees of commercial airlines and airports. Globally, and prior to the COVID pandemic, only 3 per cent of airline CEOs were women whilst women held 8 per cent of airline CFO posts and 3 per cent of COO posts (Silk, 2019).

Air transport’s apparent inability to recruit and retain women in top leadership positions poses a serious challenge to the sector and the global economy as a whole. This chapter argues that lack of gender diversity will inevitably hinder the expansion of the sector and pose a significant challenge by failing to capitalise on the skill set of women. The aim of this chapter is to examine women’s representation and progression within the UK aviation sector with a particular focus on airports.

Based on our experience related to the passenger terminal re-design at Sydney airport and its impact on belly-hold freight chains at the airport, this chapter takes a more general view on managing freight chains at large international airports. We aim to review literature and documents related to this area and also to undertake a fleet/traffic analysis of the 100 largest multi-function airports (when measured in terms of scheduled cargo traffic) to get a better understanding of current practice, particularly in the light of potential conflicts or benefits of the joint production of passenger and freight services. While most literature has focused on hub-and-spoke aspects of international hubs, relatively little has been done on economies of scale and scope of passenger and freight airline operations (including timing) at such hubs. This chapter explores to what extent terminal organisation of international airports impacts on the use of dedicated freighter of combination airlines and hence airline efficiency. A key finding in terms of airline efficiency is that economies of scale of air cargo operation appear to exist at the aircraft level as dedicated freighters are used more often if a sufficient threshold of air freight demand is observed at the airport level.