Search results

This chapter examines the role of corporate image-making in the everyday life of organizations and its contribution to the mundane reproduction of discrimination. With British Airways as an example, it is argued that images found in corporate materials reflect the organization’s construction of “male” and “female,” “white” and “non-white,” in distinct ways. Further, these images have profound consequences for the ways in which employees visualize themselves, their colleagues and their subordinates. This chapter also shows how organizational images can restrict diversity by identifying certain organizational roles and positions with specific demographic characteristics. It is suggested that (a) these various images have sanctioned and encouraged certain types of “male”/female,” “white”/“nonwhite” behavior, and implicitly prohibited others and (b) these images can be linked to the exclusion of women and people of color from positions of power, authority, and prestige within the airline industry.

Air carriers and aircraft manufacturers are investing in technologies and strategies to reduce fuel consumption and associated emissions. This chapter reviews related issues to assess airline fuel efficiency and offers various empirical evidences from our recent work that focuses on the U.S. domestic passenger air transportation system. We begin with a general presentation of four methods (ratio-based, deterministic frontier, stochastic frontier, and data envelopment analysis) and three perspectives for assessing airline fuel efficiencies, the latter covering consideration of only mainline carrier operations, mainline–subsidiary relations, and airline routing circuity. Airline fuel efficiency results in the short run, in particular the correlations of the results from using different methods and considering different perspectives, are discussed. For the long-term efficiency, we present the development of a stochastic frontier model to investigate individual airline fuel efficiency and system overall evolution between 1990 and 2012. Insight about the association of fuel efficiency with market entry, exit, and airline mergers is also obtained.

To demonstrate that different approaches to commercialisation can determine the nature of intangible resources that managers can develop.

A framework linking political strategy, financial capitalisation and business strategy is developed to analyse the management of intellectual capital in the commercialisation of air navigation services in New Zealand and Fiji. Case study evidence is organised as an intellectual capital portfolio and links are drawn to subsequent business outcomes for each organisation.

Explains how key decisions about financial capitalisation and business strategy at the time of commercialisation influence the subsequent management and development of intangible resources in the organisation. Identifies how political assumptions about commercialisation can constrain or enhance subsequent management success in developing intellectual capital to pursue business growth.

The interpretations offered, although plausible in the context of the case studies, may not generalise to other situations.

Key decision makers need to design commercialisation arrangements that will resource the desired intellectual capital portfolio of the commercialised organisation.

The paper provides a framework for establishing a linkage between strategic management decisions and the development of an intellectual capital portfolio in the context of commercialisation. The paper develops the theoretical extent of intellectual capital concepts and provides practical analysis to decision makers contemplating commercialisation issues.

The purpose of this paper is to develop a theoretical base for buyer-supplier quality outcomes (in the context of a strategic partnership) from the institutional theory of the firm. It examines quality outcomes within a partnership and demonstrates how the partners’ quality outcomes are related.

The paper examines quality outcomes within a strategic supply chain partnership (buyer-supplier) and demonstrates how the partners’ quality performance are related. Correlation analysis is used to examine the research hypothesis.

Utilizing the institutional theory and stakeholder theory of the firm, it is argued that within a strategic partnership, the quality outcomes of the partners are significantly related. By focusing on a strategic alliance within a strategic group in the US airline industry, it is shown that there is a significant relationship among quality outcomes of the partners within the strategic alliance.

The analysis was limited to only one strategic partnership. Future research should examine quality outcomes among multiple strategic partnerships in order to validate the findings of this study.

The study discusses the importance of strategic alliances and networks of firms as determinants of firm quality performance.

The vertical relationships literature has considered situations where both producers and retailers have a degree of market power. On one hand, retailers may have certain freedom in deciding what price to charge to the final consumers. On the other hand, large retailers may also pressurize producers (Wal-Mart is a classic example; see also Comanor and Rey (2000) for a formal treatment of this topic). At the same time, producers may pressurize retailers via resale price maintenance. The interplay of producers' and retailers' bargaining power, in addition to the structure (both horizontal and vertical) of product and distribution markets, eventually determine the sticker price faced by an unsuspecting consumer.

Best use of technology within a government organization should mirror the best practice use within business and industry today. Information integrity, cultural awareness, and enterprise integration form the foundation for success. The Public Administrator should read this treatise with an eye to real-life examples of how “the way” a technology is introduced can impact its success. Clear focus on the users and the processes are important. A concentrated, thorough approach to data governance and change management may seem restrictive, but it can maximize the value of your technology, processes, people, and − perhaps most importantly − the information used to make your strategic and tactical decisions. The recommendations are applicable to most government and business technology initiatives.

Following deregulation, the airline industry has dramatically changed. In addition to numerous mergers and bankruptcies, the industry has also seen an influx of small, “low-cost” carriers who offer differentiated competition to the traditional legacy carriers. These low-cost carriers traditionally avoided the hub-and-spoke networks of legacy carriers, offering point-to-point service often on adjacent routes. However, events of the past 10–15 years, including the terrorist attacks of 9/11, rising fuel prices, and economic recessions, have led to a shift in the operations of these airlines. The legacy carriers have unbundled many of their services, most notably through baggage fees, seeking to improve efficiency. Low-cost carriers have expanded services into major airports and have shifted to more direct route level competition with the legacy carriers as they use their cost efficiency advantages to their advantage. In this chapter, we examine airport and route choice decision to serve by legacy and low-cost carriers over time. Our descriptive and econometric models point to convergence of operations in terms of the airports and routes that low-cost and legacy carriers serve, with the implication that the current competitive atmosphere improves efficiency as the distinctions between legacy and low-cost carriers have become less obvious.

We investigate the relationship between airline network structure and airport congestion. More specifically, we study the ways in which airlines adjust capacity to delays depending on the network type they operate. We find some evidence suggesting that airlines operating hub-and-spoke structures react less to delays than airlines operating fully connected configurations. In particular, network airlines have incentives to keep frequency high even if this is at the expense of a greater congestion at their hub airports. We also show that airlines in slot-constrained airports seem to react to higher levels of congestion by using bigger aircraft at lower frequencies; thus, we conclude that conditioning the number of available slots on the levels of delays at the airport seems an effective measure that creates the right incentives for airlines to reduce the congestion they generate.

This paper seeks to encourage loyalty marketers to embrace cause‐related marketing.

The paper explores companies which have used or are using cause‐related marketing, from McDonald's 1984‐established Ronald McDonald House to the newer LIVESTRONG campaign, and examines which programs’ successes, failures and consumer reactions.

According to the 2008 Edelman goodpurpose study, 63 percent of consumers think companies spend too much on marketing and advertising and should set aside more for a “good cause”. Even during a recession, the study adds, 80 percent of global consumers think it is still important that brands and companies set aside money for a social purpose. A recent survey of 9,000 consumers worldwide by Boston Consulting Group indicates that, despite the economic downturn, buying green products remains a priority – a majority of respondents in all countries expressed a willingness to pay a premium of 5 percent or more for green products, and 73 percent considered it important that companies have good environmental records.

Today, cause marketing is more than just a trend – it is an imperative. What began as a simple way to build brand affinity has become a consumer expectation in an era in which sustainable and ethical consumer choices are more important than ever before. And within that framework, loyalty marketing tactics are at the heart of creative innovation.

The paper presents exclusive interviews with representatives from some of the largest marketing firms in the industry today and offers tangible tips and tools to utilize in the real world marketing plans.