The dynamics of multilateral allying: a process perspective on airline alliances

Kleymann, Birgit

doi:10.1016/j.jairtraman.2004.08.002

Cited by 15 publications

(9 citation statements)

References 57 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In fact, as Kleymann (2005) argues, global coordination, traffic consolidation and cooperation, ranging from interlining to joint venture have been and will be the major catalysts in the air travel demand. Similarly, Wald et al (2010) argue that Airline consortia will continue to be the key in future development as costs continue to climb.…”

Section: Remediesmentioning

confidence: 99%

Africa’s single aviation market: The progress so far

Njoya

2016

Journal of Transport Geography

View full text Add to dashboard Cite

To promote the development of air transport at the continental level, several policies were introduced, leading to the Yamoussoukro Decision (YD) in late 1999, which had the liberalisation of the intra-African aviation spaces as its main objective. Even though notable progress has been achieved towards more market-oriented aviation policies, at the panAfrican level some markets are still restrictive and inconsistent with the YD, particularly with respect to the granting of 5th freedom rights. This paper aims to examine recent developments in the aviation sector in Africa, with a focus on the implementation of the YD. The obstacles to liberalisation are discussed and several measures for facilitating Africa's move towards multilateral open skies are investigated. These include, among others, a greater collaboration and co-operation among African airlines, as well as between African airlines and foreign ones; redefinition of the role and responsibilities of different institutions which are instrumental in implementing the YD and some further issues such as ownership guidelines.

show abstract

Section: Remediesmentioning

confidence: 99%

Africa’s single aviation market: The progress so far

Njoya

2016

Journal of Transport Geography

View full text Add to dashboard Cite

show abstract

“…Finally, analysis of various network topologies -as a result of different competitive strategies of partners in an alliance -prompts a question on the returns accruing from a given network topology (see, e.g., Iatrou and Alamdari 2005;Kleymann 2005, andMartin andVoltes-Dorta 2008). This economic performance question leads us into yield management and strategic performance management, which would be a promising follow-up research endeavour.…”

Section: Retrospect and Prospectmentioning

confidence: 99%

Connectivity and concentration in airline networks: a complexity analysis of Lufthansa's network

Reggiani

Nijkamp

Cento³

2010

European Journal of Information Systems

View full text Add to dashboard Cite

“…In strategic alliances, airlines cooperate horizontally with other airlines, which are also potential or actual competitors. Kleymann (2005) argues that alliances can partially be seen as organizations in their own right, but that these organizations are based on interdependent needs, rather than on common purposes. Airlines remain autonomous but are interdependent, meaning that centripetal forces bring the members to integrate, whilst simultaneous centrifugal forces push them away from one another.…”

Section: Airline Alliancesmentioning

confidence: 99%

“…Any alliance-specific investment, such as a joint IT system, provides stability in an alliance, as it deters partners from opportunistic behavior (Kleymann, 2005). In addition, airplanes and technical equipment also represent large investments for airlines, although these are increasingly leased across the industry.…”

Section: Pressures Towards Standardizationmentioning

confidence: 99%

“…These resources can be grouped into, route-related resources (e.g. traffic rights, slots at airports, and hub location), technical resources (fleet, IT systems), and intangible resources (customer basis, know-how, reputation, alliance brand) (Kleymann, 2005). Route-related resources are highly regulated, and there are high barriers to entry, such as cultural remoteness, geographical remoteness and regulatory barriers.…”

Section: Pressures Towards Standardizationmentioning

confidence: 99%

See 1 more Smart Citation