Ethical and moral considerations of airline management

Abeyratne, Ruwantissa

doi:10.1016/s0969-6997(01)00019-9

Cited by 6 publications

(3 citation statements)

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“…In aviation, there are other criteria including the accident rate, customer service complaints and productivity of labour (Doganis, 2001). Abeyratne (2001) in his discussion of ethical and moral considerations of airline management widened the criteria to include productivity of revenue and capital as well noting that "when economic theory relating to competitiveness is blended with social justice, which is the human element of commercial aviation practice, the picture can become somewhat more murky from a competition perspective… [and yet] …competitiveness is a critical driver of successful industry." (ibid: 348).…”

Section: Airline Competitionmentioning

confidence: 99%

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The Paradox of Competition for Airline Passengers With Reduced Mobility (Prm)

Ancell

2016

JATS

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Airline competition with customer service as product differentiator has forced down costs, air fares and investor returns. Two passenger markets operate in aviation: (a) able-bodied passengers for whom airlines compete and (b) passengers with reduced mobility (PRMs) – disabled by age, obesity or medical problems – for whom airlines do not compete. Government interference in the market intended to protect a minority of narrowly-defined PRMs has had unintended consequences of enabling increasing numbers of more widely-defined PRMs to access complimentary airline provisions. With growing ageing and overweight populations and long-haul travelling medical tourists such regulation could lead to even lower investors’ returns. The International Air Transport Association (IATA) (2013) examined the air transport value chain for competitiveness using Porter’s (2008) five forces but did not distinguish between able-bodied passengers and PRMs. Findings during an investigation of these two markets concurred with IATA-Porter that the markets for the bargaining powers of PRM buyers and PRM suppliers were highly competitive. However, in contrast to the IATA conclusions, intensity of competition, and threats from new entrants and substitute products for PRM travel were low. The conclusion is that airlines are strategically PRM defensive by omission. Paradoxically, the airline which delivers the best PRM customer service could become the least profitable.

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Section: Airline Competitionmentioning

confidence: 99%

“…costs not fully counted in the ticket price). The concept of PRM travel as a "right" to access social justice (Abeyratne, 2001) places the costs of negative externalities with the airline. Any attempt to charge PRMs for their extra services or freight would be against many Regulations in multiple jurisdictions.…”

Section: Bargaining Power Of Prms As Buyersmentioning

confidence: 99%

The Paradox of Competition for Airline Passengers With Reduced Mobility (Prm)

Ancell

2016

JATS

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“…According to Baxter et al (2018b), waste generated by airlines at Kansai International Airport accounted for 20% of the total airport waste. Considering that the choice of airlines is directly influenced by the level of service provided to passengers (Abeyratne, 2001), airports are continuously seeking to achieve further improvement of customer service by providing free newspapers and magazines and amenities. As a result, such measures lead to an extra airport waste.…”

Section: Introductionmentioning

confidence: 99%