Collaborative strategy: an analysis of the changing world of international airline alliances

Hdl Handle:
http://hdl.handle.net/10149/58400
Title:
Collaborative strategy: an analysis of the changing world of international airline alliances
Authors:
Evans, N. G. (Nigel)
Affiliation:
University of Northumbria. Newcastle Business School. Centre for Travel and Tourism.
Citation:
Evans, N. (2001) 'Collaborative strategy: an analysis of the changing world of international airline alliances', Tourism Management, 22 (3), pp.229-243.
Publisher:
Elsevier
Journal:
Tourism Management
Issue Date:
Jun-2001
URI:
http://hdl.handle.net/10149/58400
DOI:
10.1016/S0261-5177(01)00024-3
Abstract:
The notion of companies collaborating for their mutual benefit through the formation of strategic alliances has gained credibility in recent years and international airlines have been very active in utilising this form of strategic development. This paper explores the available literature on alliances, explores the underlying motivations for their formation and presents a conceptualisation of the stages involved from their inception to the measurement of success or failure. The paper concludes that the benefits on the part of the airlines appear clear but the potential benefits to be derived by consumers are less obvious. Nevertheless, given the regulatory and legal constraints preventing other forms of development airline alliances, it is argued, are not a transitory feature of the international airline industry but long-term inter-organisational forms and key future trends in their development are presented.
Type:
Article
Keywords:
alliances; strategy; airlines; collaboration
ISSN:
0261-5177
Rights:
Author can archive post-print (ie final draft post-refereeing). For full details see http://www.sherpa.ac.uk/romeo/ [Accessed 1/12/09]
Citation Count:
12 [Web of Science, 1/12/2009]

Full metadata record

DC FieldValue Language
dc.contributor.authorEvans, N. G. (Nigel)-
dc.date.accessioned2009-04-01T10:51:06Z-
dc.date.available2009-04-01T10:51:06Z-
dc.date.issued2001-06-
dc.identifier.citationTourism Management; 22 (3): 229-243-
dc.identifier.issn0261-5177-
dc.identifier.doi10.1016/S0261-5177(01)00024-3-
dc.identifier.urihttp://hdl.handle.net/10149/58400-
dc.description.abstractThe notion of companies collaborating for their mutual benefit through the formation of strategic alliances has gained credibility in recent years and international airlines have been very active in utilising this form of strategic development. This paper explores the available literature on alliances, explores the underlying motivations for their formation and presents a conceptualisation of the stages involved from their inception to the measurement of success or failure. The paper concludes that the benefits on the part of the airlines appear clear but the potential benefits to be derived by consumers are less obvious. Nevertheless, given the regulatory and legal constraints preventing other forms of development airline alliances, it is argued, are not a transitory feature of the international airline industry but long-term inter-organisational forms and key future trends in their development are presented.-
dc.publisherElsevier-
dc.rightsAuthor can archive post-print (ie final draft post-refereeing). For full details see http://www.sherpa.ac.uk/romeo/ [Accessed 1/12/09]-
dc.subjectalliances-
dc.subjectstrategy-
dc.subjectairlines-
dc.subjectcollaboration-
dc.titleCollaborative strategy: an analysis of the changing world of international airline alliances-
dc.typeArticle-
dc.contributor.departmentUniversity of Northumbria. Newcastle Business School. Centre for Travel and Tourism.-
dc.identifier.journalTourism Management-
ref.assessmentRAE 2008-
ref.citationcount12 [Web of Science, 1/12/2009]-
or.citation.harvardEvans, N. (2001) 'Collaborative strategy: an analysis of the changing world of international airline alliances', Tourism Management, 22 (3), pp.229-243.-
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