2013
DOI: 10.1016/j.cstp.2013.09.001
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An innovative framework for the study and structure of airport business models

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Cited by 31 publications
(21 citation statements)
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“…Based on a comprehensive approach to the passenger experience, other aspects of the commercial facilities and services were added. Since commercial revenues are increasingly important, this modification follows the ongoing debate on airport management (Fasone et al, 2016;Halpern and Graham, 2013;Kalakou and Macário, 2013;Wattanacharoensil et al, 2016).…”
Section: Measurement Items and Questionnaire Developmentmentioning
confidence: 99%
“…Based on a comprehensive approach to the passenger experience, other aspects of the commercial facilities and services were added. Since commercial revenues are increasingly important, this modification follows the ongoing debate on airport management (Fasone et al, 2016;Halpern and Graham, 2013;Kalakou and Macário, 2013;Wattanacharoensil et al, 2016).…”
Section: Measurement Items and Questionnaire Developmentmentioning
confidence: 99%
“…It is a standard systematic process to represent business-operations archetypes compatible with the article's objective -to illustrate the overall airport business operations. The BMC components are classified into value and efficiency parts (Kalakou & Macário, 2013), consisting of nine components that illustrate how a firm does business (Figure 2). The BMC's nine building blocks are described below.…”
Section: Business Model Canvas As An Analytical Frameworkmentioning
confidence: 99%
“…However, a frequent problem in air cargo research is the unavailability of data (e.g. Kalakou and Macário, 2013). Of the 196 airports, only 114 airports provide a full data set that can be used in the cluster analysis.…”
Section: Airport Samplementioning
confidence: 99%