Intangible resources of competitive advantage: Analysis of 49 Asian airlines across three business models

The mediating effect of strategic orientation, innovation capabilities and managerial capabilities among exploration and exploitation, competitive advantage and firm’s performance

“…Studies have found that there is a significant relationship between competitive advantage and the performance of organizations, when sales-based performance was measured by the level of sales revenue, profitability, return on investments, productivity, product added value, market share and product growth (Wang and Lo, 2003;Rose et al, 2010;Pearson et al, 2015;Nilssen et al,2015) Consequently, the following hypothesis is proposed: H14: Competitive advantage has a positive impact on Performance…”

Long-haul low-cost air services: revealing key competitive features of airline within airline strategy

“…With regard to a network design, the airlines differ in that AirAsia X uses a centralised network composed of primary airports, while Norwegian Long Haul uses also secondary airports in a more decentralised network for a long-haul operation. Also, previous experiences with low-cost operation, which can deliver to long--haul low-cost airlines several intangible resources of competitive advantage (Pearson et al 2015), may play a significant role. This "low-cost experience argument" was mentioned by Francis et al (2007) who anticipated that low-cost carriers with built-up experience and skills could utilise such knowledge also on long-haul routes.…”

Collaborating pivotal suppliers: Complementarities, flexibility, and standard communication between airline companies and travel agencies

“…The resource-based view (RBV) states that a related linkage between all parents in a network is more likely to create an environment in which all parties can share critical yet complementary competencies to generate higher financial or operational synergies than would be possible through an unrelated diversification strategy (Baron and Harris, 2010;Pearson et al, 2015;Piccoli and Ives, 2005). Furthermore, firm's capability for internal coordination is a strategic resource that can be leveraged to gain a competitive advantage through an effort that involves suppliers.…”

“…Flight tickets are one of the decisive travel products (Christiaanse and Venkatraman, 2002;Law et al, 2010); thus, collaborating with the airline companies in designing travel product connectivity and timetable coordination has been the strategic aim of travel agencies (Castillo-Manzano and L opez-Valpuesta, 2010;Christiaanse and Venkatraman, 2002;Granados et al, 2012a,b;Koo et al, 2011;Pearson et al, 2015). Moreover, Internet advances have boosted both the number of travel cyber intermediaries and the business models of airline companies and travel agencies (Daft and Albersb, 2015;Koo et al, 2011;Wei and Ozok, 2005), which in turn have enabled an increased online transparency of travel suppliers' products and prices.…”