Airport alliances and mergers – Structural change in the airport industry?

Forsyth, Peter; Niemeier, Hans‐Martin; Wolf, Hartmut

doi:10.1016/j.jairtraman.2010.10.011

Cited by 26 publications

(16 citation statements)

References 2 publications

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“…As the construction of new infrastructure facilities usually requires formal planning approval, it is not clear that investment decisions made for independently owned airports would be uncoordinated, or that wasteful duplication would develop." (Forsyth et al, 2011) The case of a MAS according to this hypothesis seems to be a specific example of a well-functioning network. About infrastructure planning development, MAS typology can affect quality of investment and their time allocation.…”

Section: Integrated Differentiatedmentioning

confidence: 97%

“…During the last few years -taking into consideration sectorial regulatory changes (Oum, 1998) -which generated a transition from positioning airports solely as public utilities towards private enterprises that offer airside and additional ancillary services (Gillen, 2011) -some Scholars (Forsyth et al, 2011), have focused their attention on the topic of airport company management.…”

Section: Literature Review and Backgroundmentioning

confidence: 99%

“…In this sense, Forsyth et al (2011), by examining the management structures of different airports, emphasise the differences existing between multi-airport companies and strategic airport alliances. They argue that the creation of a multi-airport company generates a centralised management structure in which a hierarchical decision making process for all of the merged companies takes place.…”

Section: Literature Review and Backgroundmentioning

confidence: 99%

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Airport development and sustainability: a case of multi-airport system in Italy

Fasone

Maggiore

2014

IJSA

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During the last decades, airports have been substantially transformed in a dynamic and competitive industry. Today each airport faces the challenging task of coordinating all the services provided to work efficiently. Airports need to find a way to overcome economic, financial and infrastructural problems in a coherent attempt of definition of a conceptual framework of the airport business as a whole. In this context, an increasing relevance has the model of multi-airport system (MAS) able to overcome economic and financial issues and to provide a sustainable infrastructure management strategy. The role played by management and technicians has been studied in order to define a recognisable (well-known) model for airport sustainability. The research uses case study analysis approach to obtain experimental outlines by Italian air transport context as representative case of MAS approach. More in details, business and technical data accounted from Puglia's airports have been considered. The main findings of the research seems to demonstrate that the basic hypothesis, according to which a well-structured multi-airport system can contribute significantly to infrastructure management and development in a way of sustainability, is valid only if it is supported by a coordinated managerial approach.

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Section: Integrated Differentiatedmentioning

confidence: 97%

Section: Literature Review and Backgroundmentioning

confidence: 99%

Section: Literature Review and Backgroundmentioning

confidence: 99%

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Airport development and sustainability: a case of multi-airport system in Italy

Fasone

Maggiore

2014

IJSA

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“…However, one of the dominant areas is structural change in the ownership and management of airports (Graham, 2008). Forsyth et al (2011) noted three drivers of an airport's ownership and management development trend, which are, in fact, the main characteristics of the airport industry. The market of the airport industry operates in either horizontal or vertical structural form.…”

Section: Airport Ownership and Operation Structurementioning

confidence: 99%

“…Airport Authority Hong Kong, 2012;Banks et al, 2012;Binnekade et al, 2009;Forsyth et al, 2011;Khalafallah and El-Rayes, 2008;Wang et al, 2011). This led the researcher to identify gaps and weaknesses, which provided a solid foundation to develop a research framework.…”

Section: Proposed Theoretical Frameworkmentioning

confidence: 99%

Managing and Controlling Airport Construction Projects: A Strategic Management Framework for Operators

Alnasseri¹

2013

JOAMS

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II ABSTRACTDuring the last few decades, strategic management and strategic human resource management theories have received a great deal of attention in many industrial sectors. The complex and constantly changing business environment has driven large construction companies more than ever before to reflect on the interplay between their organisational strategies and their strategic management processes, tools and techniques. This is despite the great value of human capital for an organisation's strategic flexibility within different sets of environmental evolutions. This includes people in various positions, administrative, professional, managerial and unskilled, as well as numerous project stakeholders. Several researchers are increasingly interested in applying strategies and human-related studies within the construction industry; however, an integrated study of these two factors has been notably lacking, particularly in an airport context where the challenges and difficulties of managing construction projects are high. This doctoral thesis contributes to the existing literature by exploring the unique characteristics of an airport construction environment, along with reporting the findings of the impact that different airport ownership forms have on construction management efficiency. Through integrating numerous theories and concepts associated with project strategies, strategic human resource management and various efficiency management attributes, this research project presents a unique strategic framework that offers a structured approach to support airport holding bodies. Research primary data were collected following semi-structured interviews with senior construction project managers of airport operators within three distinct airport organisations in terms of their ownership structures. The resultant findings provide insight into the many differences between the case studies in term of project management practices. Furthermore, an explanation of the key practices that influence the occurrence of project success were identified. This doctoral investigation identified there is a need for flexibility and scalability aligned with adopting the strategic framework and engaging its conceptual application with actual management and controlling practices. In essence, the research framework was developed for each category of airport organisation, where an airport organisation is encouraged to focus its efforts on managing the most important framework components which are needed for effective improvement of management practices and, accordingly, to achieve expectations. The resulting theoretical framework provides a unique tool for airport operators to apply their project management knowledge effectively in order to realize complex projects and to secure potential efficiency gains. This study therefore provides a ABSTRACT III novel theoretical insight into the strategic management of human resources during airport construction projects. The primary application of the strategic framework is concerned with...

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Managing Airports

Puls¹,

Wittmer²

2021

Classroom Companion: Business

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Airport alliances and mergers – Structural change in the airport industry?

Cited by 26 publications

References 2 publications

Airport development and sustainability: a case of multi-airport system in Italy

Airport development and sustainability: a case of multi-airport system in Italy

Managing and Controlling Airport Construction Projects: A Strategic Management Framework for Operators

Managing Airports

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