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Do business owners hold capitalist beliefs – relative to non-business owners? Using Latinobarómetro survey in Latin America, we find that business owners tend to see the market economy as the only system by which a country can become developed. They also tend to give a lower rank to Fidel Castro, and tend to believe that sole private investment in sectors like hospitals and pensions are good for the country to develop as soon as possible. But, business owners do not see foreign capital as good in industries such as mining, electronics, household appliances, automobile, telecommunication services, and infrastructure. They also do not see foreign investment as beneficial for economic development of the country. In addition, they are less willing to adopt some new technologies.

Ethical consumption exemplifies thinking locally and acting globally, and the political economy in which it exists makes its ethics problematic. This chapter uses ecotourism to illustrate two aspects of thinking locally in ethical consumption. One is the local institutions and practices that this form of consumption reflects, embodied in the Western commercial capitalism that provides what Westerners consume ethically. Ethical consumption extends the reach of that local capital and its logic. The second is the local understandings and values it reflects, embodied in the desires of ethical consumers and met by commodity producers and the institutions that influence them. Ethical consumption does not, however, only impose local institutions and values globally; but it also shapes local consumers, by portraying individual market choice as an appropriate vehicle for bringing about an ethical world, thereby diverting attention from other sorts of ethical action.

Hann, C. & Hart, K. (Eds) (2009). Market and society: The great transformation today. Cambridge, UK: Cambridge University Press, cloth, $110.00, pp. xi, 320, index.

Supply chains deliver goods and services between shippers and receivers, covering collection, transportation, distribution as well as their handling and storage in between. In particular, transportation services are carried out by different transport modes. In some modern supply chains, different categories of air cargo carriers – combinations, freighter-only, and/or integrators – provide critical transport services.

This chapter develops a methodology for estimating the performance of supply chains served by an air cargo carrier network. The methodology is based on indicators of infrastructure use, technical/technological level, operational factors, economic factors, and environmental performance. This proposed methodology is applied to estimate performance of supply chains served by an integrated air cargo carrier – FedEx Express – operating a single hub in the US domestic air network. Results indicate that the methodology may be useful for estimation of overall supply chain performance under the condition that relevant data are available.

“Cargo tariffs are agreed through the IATA machinery, and in theory approved by governments….the IATA Tarff Coordination Conferences still agree cargo tariffs on over 200,000 separate routes. But these tariffs bear little relevance to what is actually charged in the marketplace.” (Doganis, 2002)

“The stipulations ICAO standards contain never supersede the primacy of national regulatory requirements. It is always the local, national regulations which are enforced in, and by, sovereign states, and which must be legally adhered to by air operators making use of applicable airspace and airports……ICAO is therefore not an international aviation regulator, just as INTERPOL is not an international police force. We cannot arbitrarily close or restrict a country's airspace, shut down routes, or condemn airports or airlines for poor safety performance or customer service. Should a country transgress a given international standard adopted through our organization, ICAO's function in such circumstances…….is to help countries conduct any discussions, condemnations, sanctions, etc., they may wish to pursue, consistent with the Chicago Convention and the Articles and Annexes it contains under international law.” (ICAO, 2021)

In spite of being a growing liberalized global industry served by many firms, much of the international air cargo sector operated as an admitted cartel from 1999 through 2006. Partly due to the way the cartel was discovered, it seems very little empirical analysis to date has been done about the case. We use publicly available airline data to examine whether a diligent antitrust authority could have identified cartel/collusive behavior using established empirical methods. Our findings point to a regulatory failure in an industry whose long-standing business practices effectively “slipped through the cracks,” failing to protect the many shippers of air cargo.

This chapter uses airline data on fares, traffic, and flight characteristics to estimate a series of fare equations for international flights. The results are used to examine the role of international competition as a determinant of fares along international flights originating or departing from the United States. Findings suggest that actual and potential competition are important determinants of international airfares. We interpret these results as indicating that pricing behavior along US–international routes is consistent with the theory of imperfect contestability.

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.