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Airline alliance survival analysis: typology, strategy and duration

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  • Gudmundsson, Sveinn Vidar
  • Rhoades, Dawna L.

Abstract

Alliances have become the organization model of choice in many industries. This study uses data from the Airline Business annual surveys of airline alliances to test a proposed typology predicting survival and duration in airline alliances. The Rhoades-Lush typologies classified key activities of airline alliances by their level of complexity and resource commitment in order to suggest a series of propositions on alliance stability and duration. The results of our analysis indicate that alliances containing joint purchasing and marketing activities had lower risk of termination than alliances involving equity. Furthermore, alliances spanning more than two typologies showed lower risk of termination than one and two typology alliances. This is explained as the 'strategy effect' or in other words the tendency of alliances wide in scope to be more resistant to early termination.

Suggested Citation

  • Gudmundsson, Sveinn Vidar & Rhoades, Dawna L., 2001. "Airline alliance survival analysis: typology, strategy and duration," Transport Policy, Elsevier, vol. 8(3), pages 209-218, July.
    • Handle: RePEc:eee:trapol:v:8:y:2001:i:3:p:209-218
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    References listed on IDEAS

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    1. Kogut, Bruce, 1989. "The Stability of Joint Ventures: Reciprocity and Competitive Rivalry," Journal of Industrial Economics, Wiley Blackwell, vol. 38(2), pages 183-198, December.
    2. Rhoades, Dawna L. & Lush, Heather, 1997. "A typology of strategic alliances in the airline industry: Propositions for stability and duration," Journal of Air Transport Management, Elsevier, vol. 3(3), pages 109-114.
    3. Arvind Parkhe, 1991. "Interfirm Diversity, Organizational Learning, and Longevity in Global Strategic Alliances," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 22(4), pages 579-601, December.
    4. Gary Hamel, 1991. "Competition for competence and interpartner learning within international strategic alliances," Strategic Management Journal, Wiley Blackwell, vol. 12(S1), pages 83-103, June.
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