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The rise of Emirates, Etihad, and Qatar Airways in the Middle East (collectively referred to as “ME3”) has been absolutely dramatic. How should other full-service carriers respond? This study takes a look at how one carrier, Singapore Airlines, has responded and may offer clues to how others may choose to respond. Facing ME3’s ascent in service quality and rapid capacity expansion, Singapore Airlines stuck to its niche as a premium carrier and refrained from tit-for-tat type competition. It managed to command a fare premium in select markets even in the presence of ME3, but had to sacrifice growth in its passenger count. This offers valuable lessons for other full-service carriers.

There is a strong academic and professional interest in the changing business model of LCCs in Europe. Recently, even Ryanair which is often considered a European LCC role model has departed from the point-to-point paradigm by offering transfers within its own network. We first provide a general overview of recent changes in the business model of airlines that used to be categorized as LCCs. We then add to existing studies on LCC network strategies toward building connections. While we distinguish different approaches to accommodate transfer passengers, our analysis focuses on mesh networks as an airline network topology other than hub-and-spoke networks to provide online connections. A schedule analysis of Ryanair’s direct and indirect services at its base at Porto airport exemplifies that a mesh network might allow LCCs to go beyond stand-alone operations to become network carriers without requiring a complete transition of the generic LCC business strategy.

Lessons are drawn from the experience of the logistics hub at Amsterdam's Schiphol Airport for Korea s Inc he on International Airport. After providing an overview of the air cargo market the key factors underpinning the success of air cargo hubs are outlined. Examples are provided of Schiphol's multi-level strategy that aims at being simultaneously an air transport hub, a multimodal hub, and a logistics hub as a part of the airport city strategy. Consideration needs to be given to how the successful development of an air transport hub depends on the capacity problems at other competing air traffic nodes in the region. With this background, interest is centered upon the prospects of the Incheon International Airport becoming a cargo hub for Japan.

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.

This paper aims to examine how distance manifests in terms of air passenger transport links between countries and focuses on the 48 countries of sub-Saharan Africa (SSA). It asks to what extent do existing flight connections reflect economic relations between countries, and if so, do they represent past, current or future relations? It asks whether the impact of distance is similar for all countries and at different stages of development.

Passenger flight connection data were extracted to generate map images and flight frequencies to observe interrelationships between different locations and to observe emerging patterns. The paper uses ESRI’s ArcGIS software to visualise all these data into maps.

SSA is poorly connected both intra- and inter-continentally. Cultural and historical ties dominate and elements of historical determinism appear within flight connections in SSA reflecting the biases associated with colonialism. Larger economies in SSA are less dependent on these past ties, and their flight connections reveal a greater level of diversity and interests. SSA has generally been slow to develop flight routings to the new emerging markets.

Its contribution lies not only in examining these flight patterns for an under-researched region but also in aiding future work on SSA and its integration into the global economy and international business networks. It argues that whilst distance matters, how it matters varies.

In this paper the authors explore the managerial processes involved in deep, purposeful organizational change. The authors investigate change towards a goal-directed end state and the managerial actions involved in reaching it. The purpose of this paper is to identify patterns of organizational change by analysing how variations occurred in a firm’s resources and capabilities at a time of high internal and external uncertainty.

The authors use a longitudinal in-depth case study on the airline Spanair. The authors analyse the change process this airline engaged in between 2007 and 2012, which was considered the most turbulent period in aviation history. The authors followed the grounded theory approach to induce a strategic capability pattern model from secondary data.

The authors identify a capability pattern with four dynamic capabilities: adding, transferring, integrating and shedding; and two higher-order capabilities: goal development and change orchestration. The authors show how the higher-order capability processes are performed by two levels of decision makers, where one creates a goal-directed path, and the other performs a central role in orchestrating change.

Using the teleological approach the authors identify how top management orchestrate change arising from the dynamic capability process outcomes in a top-down and bottom-up manner. As such the authors show how the role of management becomes fundamental in adjusting the capabilities required to meet the goals set, particularly in times of heightened internal and external environmental turbulence. The authors also emphasize the importance of providing bottom-up advice to goal directors.

This study aims to evaluate the network robustness of major Asian airlines and to explore which airport types have the greatest impact on robustness. We also analyze airports’ specific brokerage roles and their impacts on the robustness of the entire air route network. We select 10 major Asian full-service airlines that operate the main passenger terminals at the top-ranked hub airports in Asia. Data is collected from the Official Airline Guide passenger route dataset for 2017. The results of the network robustness analysis show that Air China and China Eastern Airlines have relatively high network robustness. In contrast, airlines with broader international coverage, such as Japan Airlines, Korean Air, and Singapore Airlines have higher network vulnerability. The measure of betweenness centrality has a greater impact on the robustness of air route networks than other centrality measures have. Furthermore, the brokerage role analysis shows that Chinese airports are more influential within China and Asia but are less influential globally when compared to other major hub airports in Asia. Incheon International Airport, Singapore Changi Airport, Hong Kong International Airport, and Narita International Airport play strong “liaison” roles. Among the brokerage roles, the liaison role has a greater impact on the robustness of air route networks.

This study aims to evaluate the network robustness of major Asian airlines and to explore which airport types have the greatest impact on robustness. We also analyze airports’ specific brokerage roles and their impacts on the robustness of the entire air route network. We select 10 major Asian full-service airlines that operate the main passenger terminals at the top-ranked hub airports in Asia. Data is collected from the Official Airline Guide passenger route dataset for 2017. The results of the network robustness analysis show that Air China and China Eastern Airlines have relatively high network robustness. In contrast, airlines with broader international coverage, such as Japan Airlines, Korean Air, and Singapore Airlines have higher network vulnerability. The measure of betweenness centrality has a greater impact on the robustness of air route networks than other centrality measures have. Furthermore, the brokerage role analysis shows that Chinese airports are more influential within China and Asia but are less influential globally when compared to other major hub airports in Asia. Incheon International Airport, Singapore Changi Airport, Hong Kong International Airport, and Narita International Airport play strong “liaison” roles. Among the brokerage roles, the liaison role has a greater impact on the robustness of air route networks.