The Effects of Market Structure and Technology on Airline Fleet Composition after Deregulation

The present study examines the effects of market structure and technology on airline fleet composition in the deregulated airline industry. To capture the effects of market structure and technology on airline fleet acquisition and use, a profit function which allows airline fleet in its specification is applied to derive the fleet composition function of an airline. The results show a steady pattern in airlines' adoption of two-engine wide-bodied aircraft during the post-deregulation era, providing evidence that the airlines have responded consistently to changes in market structure and technology in acquiring two-engine wide-bodied aircraft after deregulation.     

The impact of membership in competing alliance constellations: Evidence on the operational performance of global airlines

Many industries have witnessed the formation of multiple‐partner alliances or constellations competing against each other for both clients and members. Using the global airline industry as an empirical setting, I evaluate the proposition that membership in airline constellations allows carriers to capture externalities from other firms in the form of direct or indirect traffic flow, thereby enhancing their operational performance. I also distinguish between two ways to demarcate the boundaries of constellations: explicitly or implicitly. Analyzing patterns of membership in explicit constellations involving formal, multilateral agreements (such as the Star Alliance, Oneworld, SkyTeam), I find that membership benefits are greatest in groups involving large aggregate traffic and for carriers contributing with a large portion of the group's capacity. I also evaluate patterns of membership in implicit constellations, corresponding to groups of firms showing relatively more ties to one another than to firms outside their group. I find that carriers bilaterally linked with key players of such groups are able to increase their operational performance even if they do not belong to any explicit constellation. Thus, results show that it is worth analyzing distinct patterns of membership simultaneously, because they are likely to have distinct implications for firm performance. Copyright © 2007 John Wiley & Sons, Ltd.     

Resource ambidexterity through alliance portfolios and firm performance

Research summary : Partner resources can be an important alternative to internal firm resources for attaining dual and seemingly incompatible strategic objectives. We extend arguments about managing conflicting objectives typically made at the firm level to the level of a firm's alliance portfolio. Specifically, will a balance between revenue enhancement and cost reduction attained collectively through partner resources accessed via a firm's various alliances be similarly beneficial for firm performance? Additionally, how do strategic attributes of alliance portfolio configuration, specifically alliance portfolio size and partner resource scope, condition the balance‐performance relationship? Based on data from the global airline industry, we find support for the balance‐performance relationship, though such balance is less beneficial for firms in the case of access to a broader resource scope per partner . Managerial summary : Increasing revenue and reducing costs simultaneously can potentially enhance firm competitiveness. We highlight that an alliance strategy can be an important alternative to internal resources for attaining such dual strategic objectives, particularly when partner resources accessed through alliances are treated collectively as portfolios. We examine the importance of balancing product‐market extending and efficiency‐improving partner resources in the global airline industry as well as the impact of two alternate strategies for accessing resources through alliances: fewer partners with more resources per partner or more partners with fewer resources per partner. We find that resource balance at the portfolio level helps airlines improve performance. Our results also suggest that managers should be cautious of accessing too many resources through just a few partners . Copyright © 2015 John Wiley & Sons, Ltd.     

Airline fleet composition and deregulation

Airline responses to deregulation have been analyzed using a variety of models. This paper presents and empirically tests a model of airline behavior which explicitly treats hub-and-spoke route structures which emerged after deregulation. The change to hub-and-spoke route structure implies an alteration of airline fleet use and acquisition of aircraft after deregulation. The empirical section of this paper investigates the nature of these changes using a data panel for airlines from 1970 to 1989. The changes observed in airline fleet use and composition indicate that the primary distortion of regulation on aircraft was inhibiting their use over efficient networks.This paper has benefited from the suggestions of Kenneth Boyer, Bruce Allen, Charles Ballard, and Stephen Martin at MSU, my colleagues Djeto Assane and Bernard Malamud at UNLV, and an anonymous referee. Any errors remaining are my own.     

Quality disclosure when firms set their own quality targets

We investigate how firms adjust their target quality levels when they - or their competitors - become subject to an information disclosure requirement. Our setting is the U.S. airline industry, where all large domestic carriers are required to report their on-time performance (OTP). OTP is measured by comparing a flight’s actual arrival time to its scheduled arrival time, which is chosen by the airline. Therefore, airlines can improve their OTP by simply increasing their scheduled flight times. We study three airlines which become subject to the disclosure requirement and find that they lengthen their schedule times by 1.4 min on average. Moreover, other airlines also increase their schedule times on routes where they compete with newly reporting airlines, by about 2.3 min, while actual flight times remain unchanged. While these numbers are small, the longer schedule times translate into a 15% improvement in OTP for previously reporting airlines. We conclude that newly reporting airlines and their direct competitors adjust their quality targets when they become subject to quality disclosure, which improves their reported quality without improving the actual time that it takes to travel from gate to gate.     

Publication of Information and Market Response: The Case of Airline on Time Performance Reports

This paper investigates market response to publication of on time performance information. Theory suggests that reduction in search costs generates more honest airlines and better quality service, a distribution of price-quality bundles, increased demand, exit by inefficient airlines and reduction of price rigidity. An ARIMA study of U.S. domestic airline operations finds that after publication of performance information the market generated better performance, increased quality distribution, enhanced demand, exit by four of fourteen airlines and reduced price-quality rigidity. Publication of information may improve performance in markets characterized by asymmetric information and high search costs.     

Airport deregulation: Effects on pricing and capacity

We use a model of vertical relations between two congestible airports and an airline oligopoly to examine, both analytically and numerically, how deregulation may affect airports prices and capacities. We find that: (i) unregulated profit-maximizing airports would overcharge for the congestion externality and, compared to the first-best, would induce large allocative inefficiencies and dead-weight losses. They would restrict capacity investments but, overall, would induce fewer delays; (ii) Welfare maximization subject to cost recovery performs quite well, achieving congestion levels similar to a private-unregulated airport but without inducing such large traffic contraction; this puts a question mark on the desirability of deregulation of private airports; (iii) Increased cooperation between airlines and airports provides some improvements, but the resulting airport pricing strategy leads to a downstream airline cartel; (iv) When schedule delay costs effects are strong and airline differentiation is weak, it may be optimal to have a single airline dominating the airports, but this happens only when airports' pricing schemes render the number of airlines irrelevant for competition.     

Implementation of value-driven optimisation for the design of aircraft fuselage panels

The work presented investigates a methodology for the implementation of value-driven design (VDD) with application to the optimisation of aircraft fuselage panels. The VDD approach integrates manufacturing and operating costs as optimisation drivers at the design stage. In particular, manufacturer's profit, airlines expenses and revenue, and surplus value relating to competitor products are taken into account in the objective function proposed for the design optimisation. The study shows that using VDD concepts, the manufacturer has the possibility to develop more efficient designs with an increase of both his own profit and the operator's gains.     

Evidence of directional price discrimination in the U.S. airline industry

This paper explores possible determinants that may affect an airline’s decision to charge passengers different roundtrip fares depending on trip origin, a case of directional price discrimination. Such fare differences cannot be the result of differences in cost, as the cost of flying a roundtrip passenger does not significantly differ depending on direction. It is argued that directional fare differences result from airlines recognizing that passenger price elasticities differ between route endpoints. A price discriminating airline will then charge a higher roundtrip fare at the endpoint where the passenger price elasticity of demand is comparatively lower. Evidence is found suggesting that airlines do use differences in income to price discriminate when setting roundtrip fares. Fares are found to be $0.18-$0.43 higher on average for each $1000 difference in average per capita income between origin and destination metro areas. This finding is sensible assuming that higher incomes reduce the price elasticity of demand for air travel, with richer passengers being less sensitive to the cost of travel.     

Does competition increase quality? Evidence from the US airline industry

This paper studies the impact of competition on quality provision in the US airline industry exploiting a novel source of exogenous variation in competition. While mergers among market incumbents may stifle competition, a merger may increase the probability of entry if the merging airlines were not operating prior to merger in the market but each of them had presence at different route endpoints. We find non-merging incumbent airlines increase their flight frequency upon entry threat and accommodate entry of the newly merged airline by lowering flight frequency upon entry. While non-merging incumbents reduced arrival delays only upon entry of the newly merged airline, we find that incumbents decrease their cancelation rates and departure delays both upon merger announcement and entry of the newly merged airline. Our evidence suggests an increase in competition may increase consumer surplus, because non-merging incumbents increase quality and convenience, while keeping their prices unchanged.     

Subjective Performance Assessment of Innovation Projects*

Performance assessment of innovation projects is a central issue in innovation management research. Using existing literature, a model is developed to assess the performance of new product and new service development projects. In this model, project performance is defined as a combination of a formatively indicated operational performance construct and a reflectively indicated product performance construct. The validity of this model is tested based on a sample of 219 innovation projects assessed by innovation managers. Using only the innovation managers' responses, it is, however, not possible to distinguish between operational and product performance. The impact of common method bias and informant bias is subsequently assessed using a subsample of 128 of these 219 innovation projects that are assessed by the innovation manager and the project leader. These latter results show that operational and product performance are two distinct constructs. In addition, the multitrait–multimethod analyses show that especially the more abstract items of performance, such as the perceptions of quality, captured knowledge, competitive advantage, gained reputation, and customer satisfaction, suffer from random error and informant bias. Project leaders appear to be better informed to assess operational performance, while innovation managers are better in assessing product performance. The paper concludes with a qualitative comparison of several alternative performance models: the project performance model as derived from the literature, a similar (misspecified) reflective performance model, two stand‐alone models in which operational and product performance are assessed separately, and a mixed model that uses a combination of innovation managers' and project managers' data. Based on this comparison, it is advised to use either the stand‐alone models for operational performance and product performance or the mixed model whereby the project leader assesses operational performance and the innovation manager the product performance of an innovation project.     

The Impact of Mergers on Quality Provision: Evidence from the Airline Industry

We examine how mergers affect quality provision by analyzing five U.S. airline mergers, focusing on on‐time performance (OTP). We find that airline mergers have minimal negative impacts on OTP, and likely result in long‐run improvements due to efficiencies. Importantly, we show that this finding is not driven by post‐merger changes in price that could affect OTP. Consequently, at least in the case of airlines, policymakers should not, as a rule, fear the negative quality effects of mergers.     

航空联盟对国际枢纽机场间机票价格的影响——以我国主要非经停国际航线为例的实证研究

本文通过构建多元回归模型,实证分析了航空联盟对我国主要非经停国际航线客运价格的影响。结果发现,在控制其他一些影响因素之后,航空联盟的存在并不一定会引起航线票价的上升。本文最后依据实证结果,给出相关对策建议。     

Do low-quality products affect high-quality entry? Multiproduct firms and nonstop entry in airline markets

This paper studies the effect of product ownership and quality on nonstop entry in the airline industry. Specifically, this paper empirically examines the decision of an airline to offer high-quality nonstop service between cities given that the airline may or may not be offering lower quality one-stop service. I find that airlines that offer one-stop service through a hub are less likely to enter that same market with nonstop service than those that do not. In addition, the quality of the one-stop service is an important determinant of entry. Airlines are more likely to enter a market with nonstop service if their own or their rival's one-stop service in the market is of lower quality. Estimates suggest that the entry of a rival nonstop carrier diminishes the probability a carrier enters the market with nonstop service. However, airlines offering one-stop service respond differently to nonstop rivals. In particular, relative to other carriers, those offering one-stop service are more likely to enter markets if there are nonstop rivals, suggesting that cannibalization effects are diminished in the presence of nonstop competition.     

Reciprocal threats in multimarket rivalry: staking out ‘spheres of influence’ in the U.S. airline industry

The paper investigates the outcomes of multimarket competition among U.S. scheduled airlines when the interests and positions of the airlines differ in the mutually contested markets. Asymmetry in territorial interests provides multimarket competitors with footholds in important markets of their rivals, which can be used to deter the behavior of the rivals in other markets. Evidence suggests that airlines use footholds in their rivals’ important markets (particularly in their hubs) to reduce the competitive intensity of those rivals in the airlines’ own important markets (their hubs), and sustain their dominant positions (or spheres of influence) in those markets. Copyright© 1999 John Wiley & Sons, Ltd.     

Measuring Conduct and Cost Parameters in the Spanish Airline Market

This paper examines airline competition through an empirical specification of a demand and pricing equation system. The system is estimated for the Spanish airline market using a simultaneous procedure. The suitability of the Cournot assumption is tested in a competitive scenario characterized by an asymmetric oligopoly with capacity constraints. In addition, the degree of density economies is analyzed. Results show that Spanish airlines behave in a less competitive way than is implied by the Cournot solution. Finally, some evidence on the fact that thin routes can be considered as natural monopolies is found.     

Diffusion of a durable good innovation: The case of high bypass turbojet engines

Jackson and Kaserman (1991) model diffusion of an innovation an investment decision where the time of adoption is motivated by cost-minimization. This paper tests this model, using the adoption by American major airlines of jet aircraft embodying high bypass turbojet engine technology.The results support the Jackson-Kaserman model. The effect of aircraft age has the appropriate and significant sign. Likewise, average stage length measuring relative variable cost performance of the old and new technology is appropriately signed.     

Business process reengineering of an air cargo handling process

Business Process Reengineering (BPR) is one of the most recent innovations in industrial engineering and management science which represents the rapid and radical redesign of strategic, value-added processes and the system, policies and organizational structures that support them to optimize the work flows and productivity of an organization. This paper presents a BPR effort and programme of an air cargo handling process at an international airport. The objective of this work is to demonstrate the performance breakthrough of a BPR technique to achieve dramatic improvements in critical measures of contemporary performance with respect to quality service and speed in the airlines cargo handling process. Field data on service dimensions of the process have been collected choosing time as metric. Process-flow diagrams, process analysis worksheets and data summary charts are prepared as effective tools to get a thorough understanding of the existing process with a view to focus on the possible areas of improvements. A fact-based defensible and quantifiable “Before–after chart” of BPR has been presented for documenting the expected gains. BPR has proved to be a modern innovative useful industrial engineering and management technique to achieve dramatic improvement in operational efficiencies for quality services of the airlines cargo handling processes.     

De novo venture strategy: arch incumbency at inaugural entry

By definition, de novo industry ventures do not share many market‐contact points with incumbents—itself an important source of competitive ‘stability’ through mutual forbearance. As such, these ventures are often subject to aggressive retaliation at the outset, which could threaten their very survival. In this study, the notion of an arch incumbent is developed, hypothesizing that, in general, a large market overlap with an incumbent lowers the survival odds of a de novo entrant. However, a large market overlap with the arch incumbent combined with an aggressive inaugural market entry or a different market positioning reduces the probability of retaliation by the arch incumbent (and subsequently other incumbents as well), and hence increases the probability of survival for a de novo entrant. The empirical experience of de novo ventures in the intra‐European passenger airline industry supports these hypotheses. Copyright © 2009 John Wiley & Sons, Ltd.     

Customer Involvement in New Service Development: An Examination of Antecedents and Outcomes*

Customer involvement has been recognized as an important factor for successful service development. Despite its acknowledged importance, a review of the literature suggests that there is little empirical evidence about the effectiveness and outcomes of interacting with customers while developing new services. Similarly, the extant literature shows mixed views about the effect of technological uncertainty on customer involvement and the effectiveness of customer involvement at different stages of the new service development process. Against this backdrop, the present study has three objectives: (1) to investigate the effects of customer involvement on operational dimensions (i.e., innovation speed and technical quality) and market dimensions (i.e., competitive superiority and sales performance) of new service performance; (2) to examine the effect of technological novelty and technological turbulence on customer involvement; and (3) to explore the moderating effect of the stage of the development process on the relationships among technological novelty, technological turbulence and customer involvement, and customer involvement and new service performance. A total of 807 firms with 75 or more employees in a varied set of industries were selected from the Dun & Bradstreet's 2004 listing of Spanish service firms. A questionnaire was mailed to the person in charge of new service development at each company. A total of 102 complete questionnaires were returned. Findings reveal that whereas customer involvement has a positive direct effect on technical quality and innovation speed, it has an indirect effect on competitive superiority and sales performance through both technical quality and innovation speed. The study also finds a positive effect of technological novelty as well as technological turbulence on customer involvement. Contrary to expectations, the study does not find any moderating effects of the stage of the development process. This study has several theoretical and managerial implications. In terms of theoretical implications, the study supports the role of technological uncertainty (novelty and turbulence) as an antecedent to customer involvement. It also provides empirical evidence of the impact of customer involvement on operational and market dimensions of new service performance. In terms of managerial implications, the study offers critical insights on how customer involvement in new service development translates into improved new service performance. Furthermore, it reveals that the importance of customer involvement in technologically uncertain contexts and its impact on new service performance are independent of the stage of the development process, suggesting that managers should involve customers throughout the entire development process.