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Managerial perception of barriers to route exit: evidence from Europe's civil aviation markets

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  • Schnell, Mirko C.A.

Abstract

This study detects barriers to exit in Europe's civil aviation markets by observing European airline managers’ perception of exit barriers via a questionnaire-based survey. It proves that some exit obstacles are perceived as significantly more effective than other while the perception of exit barriers’ effectiveness varies considerably among airline managers. Airline's size appears to have some influence on the perception of exit barriers.

Suggested Citation

  • Schnell, Mirko C.A., 2001. "Managerial perception of barriers to route exit: evidence from Europe's civil aviation markets," Journal of Air Transport Management, Elsevier, vol. 7(2), pages 95-102.
    • Handle: RePEc:eee:jaitra:v:7:y:2001:i:2:p:95-102
    DOI: 10.1016/S0969-6997(00)00033-8
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    References listed on IDEAS

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    1. Shapiro, Daniel & Khemani, R. S., 1987. "The determinants of entry and exit reconsidered," International Journal of Industrial Organization, Elsevier, vol. 5(1), pages 15-26, March.
    2. Kathryn Rudie Harrigan, 1980. "The effect of exit barriers upon strategic flexibility," Strategic Management Journal, Wiley Blackwell, vol. 1(2), pages 165-176, April.
    3. Paech, Niko P., 1998. "Contestability reconsidered: The meaning of market exit costs," Journal of Economic Behavior & Organization, Elsevier, vol. 34(3), pages 435-443, March.
    4. Holcomb, James H. & Evans, Dorla A., 1987. "The effect of sunk costs on uncertain decisions in experimental markets," Journal of Behavioral Economics, Elsevier, vol. 16(3), pages 59-66.
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