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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.

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.

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.

The purpose of this paper is to offer a step-by-step text mining analysis roadmap (TMAR) for service researchers. The paper provides guidance on how to choose between alternative tools, using illustrative examples from a range of business contexts.

The authors provide a six-stage TMAR on how to use text mining methods in practice. At each stage, the authors provide a guiding question, articulate the aim, identify a range of methods and demonstrate how machine learning and linguistic techniques can be used in practice with illustrative examples drawn from business, from an array of data types, services and contexts.

At each of the six stages, this paper demonstrates useful insights that result from the text mining techniques to provide an in-depth understanding of the phenomenon and actionable insights for research and practice.

There is little research to guide scholars and practitioners on how to gain insights from the extensive “big data” that arises from the different data sources. In a first, this paper addresses this important gap highlighting the advantages of using text mining to gain useful insights for theory testing and practice in different service contexts.

When managers set aspirations for their firms, they typically compare their own firms' performance to past aspirations as well as to the performance of social reference groups. The authors explore how firm generic strategy affects managers' adaptation of firm aspirations in response to feedback from three social reference groups that vary in terms of breadth (population average, strategic group, and one direct rival).

The authors propose that firm generic strategy (low-cost or differentiation) functions as an organizational information filter through with managers interpret performance feedback. The authors test for whether generic strategy has a moderating effect on the influence of performance feedback from social reference groups.

Based on a longitudinal sample of US airlines, the study shows that all firms are influenced most strongly by their strategic groups. Low-cost and differentiation generic strategies differ in terms of which social reference group motivates a larger reaction when overperforming: low-cost firms are more influenced by the population average which is contributed to by the entire industry than are differentiating firms, while differentiating firms are more swayed by the narrow focus of their direct rivals than are low-cost firms.

Although firm strategy represents a core decision at the firm level, to the best of the authors’ knowledge, performance feedback research, surprisingly, has not yet integrated generic strategy into its models.

Thist contribution focuses on a discussion on air transport tendencies for the years to come. It is based on results and discussion of the AI EST conference on Air transport, held in Brasil in 2002.

In 2017, Qatar Airways was recognized as the world's number-one airline by SKYTRAX World Airline Awards. These international awards have been described as “the Oscars of the aviation industry,” reflecting global recognition and excellence in conducting business activities at the international level. The main purpose of this case-based research is to explore and evaluate the internationalization strategies employed by Qatar Airways in becoming known as one of the best airlines in the world.

In accordance with the nature of this study, data were collected by interviewing managers from Qatar Airways as well as by exploiting supporting materials from secondary sources and airline-specific records. The recorded interviews were analyzed via content analysis to define airline strategies aimed at expanding globally and building a global brand.

The findings reveal that Qatar Airways has adopted effective strategies that have facilitated its aggressive global expansion and enhanced its global consumer recognition – mainly as a fast-growing network connecting important destinations that maintains a focused consumer orientation dedicated to providing an optimal travel experience. These strategies have been focused on building a superior consumer experience marked by exceptional comfort.

Qatar Airways' implementation of internationalization strategies in the airline industry represents an innovative approach marked by efficient operations and high-quality standards. Both international business managers and academics can learn from these strategies and their implications for enhancing airlines' global reputation and overall quality performance.

Unlike other research studies that investigate a wide range of firms across industries, this study focuses on exploring the factors that support the successful internationalization of a single firm, thus providing in-depth understanding of specific strategies to achieve global recognition. This study provides unique insights to analyze strategies and assess their practical relevance.

The purpose of this paper is to analyze the extent to which major US airlines respond to one another in quality of service improvements.

Utilizing monthly data, the authors estimate a five-equation vector autoregressive model to determine which airline leads or follows others in quality of service improvements.

This study found that the five major airlines make interrelated decisions when responding to customer complaints concerning flight problems, over-sales, reservations, ticketing, boarding, and customer service. Every airline either responds to or influences the changes in customer complaints faced by at least one other airline, while some airlines do both. However, only one such relationship was found when examining if airlines change the percent of flight delays they have control over in response to changes in flight delays faced by another airline.

The number of passenger complaints against an airline can be influenced by the airline, as can the number of carrier-caused flight delays. The industry leaders in responsiveness to consumer complaints are US Airways and United. However, airlines do not, as a group, respond to the carrier-caused delays of their competitors. The prescription to improve airline service vis-à-vis flight delays is simple: tell passengers why flights are delayed. To protect or gain market share, airlines would compete for customers by minimizing flight delays in a similar manor to how they respond to customer complaints.

No other paper that the authors are aware of has addressed the issue of identifying leaders and followers in the US airline industry regarding changes in service quality as reflected by changes in passenger complaints and flight delays.