As the world changes because of the globalization, the environment of the aviation changes as well. The airlines are forced to adapt to these changes and choose new strategies to operate successfully. The main objective of this thesis is to, according to the title, describe, identify and explain the processes which significantly affect current image of the world of aviation and focus on four Central European legacy carriers. The issues of globalization and its affect on behavior of economic actors, which airlines are, are discussed as first. The following part is dedicated to the characteristics of aviation and its components, the milieu and the behavior of the airlines as well as the newest strategic trends that are being chosen is described as well. The theoretical part is followed by the empirical one where the particular steps of examined airlines are analyzed and explained. The hypotheses concerning the probable behavior and adopted strategies of four analyzed carriers are expressed according to the discovered theoretical principles of the operations of current legacy (network) carriers. Whether the hypotheses are completely or partially confirmed, is discussed at the end of the empirical chapter. Key words: globalization, air transport, legacy carriers, airline alliances, hub and spoke, codeshare

While worldwide the flight industry was increasing in the last decade, little is known about the working environment of pilots and flight attendants. This paper aims to develop a deeper understanding based on the theories of loyalty, self-loyalty, commitment, and motivation for pilots and flight attendants in the low-cost segment and the carrier segment in the flight industry. A qualitative study with a semi-structured interview is provided. In total, three pilots and three flight attendants who work for a low-cost airline and carrier airlines from all over the world were interviewed. The findings show that a differentiation between before the COVID 19 pandemic and during COVID 19 has to be made. Before COVID 19, pilots were almost satisfied with their working conditions whereas flight attendants felt their working conditions could have been improved in terms of better wages. However, during the COVID 19 time, both the flight attendants and pilots are afraid of losing their job. Due to COVID 19, many flights were cancelled which might have an impact on the flight industry in the future. My studies open up possibilities for new research in the future about the transformation of the flight industry after COVID 19.

Given the financial challenges faced by the airline industry, understanding of the combined effect of terrorism and the price of petroleum on airline profitability is imperative. The purpose of this correlational study was to determine if a combination of terrorism and the price of petroleum significantly predicted airline profitability, and which variable was the most significant. This study collected samples of financial records from major American commercial passenger and cargo airlines on costs of fuel (n = 84) and airline profitability (n = 84). The terrorism data (n = 84) were comprised of terrorist attacks on petroleum infrastructure in oil-producing nations, and incidents of highjacking aboard American aircraft. Systems theory, which explains complexity within systems, was the theoretical framework for this study. The results of the multiple linear regression analysis indicated the model was able to significantly predict airline profitability, F(2,81) = 5.447, p = .006, R2 = .12. Both terrorism and cost of fuel were statistically significant, with the cost of fuel (beta = -.511, p = .002) indicating a higher contribution to the model than terrorism (beta = .452, p = .005). This study is important to airline executives as the results of the study indicate that the leaders in the airline industry should focus on operational efficiencies to maximize profitability. Positive social change implications include increased employment in the civil aviation industry, higher commercial activity in tourist and other travel-related service businesses, and the adoption of green technologies by the civil aviation manufacturing industry.

On the Sunday 10th of March 2019 Nairobi-bound Boeing 737MAX8 Flight ET302 of EthiopianAirlines plunge in to the ground and kills all 157 passengers onboard. Consequently, the accidenttook attention of international media and people around the world. This study therefore aims atinvestigating the communication strategies employed by EAL when managing ET302 planecrash and various issues associated with the crash using the two stages of crisis management. Toachieve the purpose, Nethnography and CDA methods were employed. To analyze thecommunication strategies SCCT was used. Accordingly, it was found out that, EAL highlyapplied “apology”, “shifting blame”, and “corrective action” strategies in its crisiscommunication via Facebook and Twitter pages. Additionally, the fairly immediate responsesgiven to each issue, the media monitoring system and the empathetic approach contributed to thegood crisis management. The study also finds out that more attention was given to the Twitterand updates were faster than the Facebook page. The study concludes that previous good imageof EAL plays a significant role to the impact a crisis would have in addition to its effective crisismanagement via social media. Finally, it’s recommended that EAL should communicate moreefficiently on its Facebook page to uplift its accomplishments and meet its online publics in awide range.

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This thesis is a simulation study aimed to improve the common-use check-in process at SAS Ground Handling operating at Arlanda Airport. The study sought to determine how to design the common-use check-in to minimize waiting times, reduce resource use, and increase the share of passengers checked in within service level targets. The simulation study was performed using Arena Simulation Software, testing different check-in setups which experimented with which flights were included in the common-use check-in solution, how many flows there would be for each booking class, and which flights would be allocated to each flow. The study found that changing how economy passenger flows are organized and how flights are divided between check-in flows could improve efficiency. The study concludes that the existing common-use check-in solution should continue to handle current assigned flights and recommends dividing the economy passenger flow into two separate flows based on passenger service times. / <p>Examensarbetet är utfört vid Institutionen för teknik och naturvetenskap (ITN) vid Tekniska fakulteten, Linköpings universitet</p>

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Flight planning is a large part of the air traffic operations that are presently being conducted. Airlines strive to achieve the cheapest and most cost effective routes for their flights, resulting in aircraft sometimes flying longer routes in order to avoid expensive airspaces with high unit rates. This issue has been an ongoing obstacle for the Swedish air navigation provider, LFV, as some airlines tend to fly over the Baltic Sea, through the Baltic countries, instead of the shorter route through Swedish airspace. These protracted routes result in extra kilometers being flown yearly,consuming extra fuel, as well as imply a revenue loss to LFV and Sweden. The conclusions of this study is that the airspace dodging behavior generate a revenue loss to LFV, totaling approximately €5 032 354 million per year. Should these flights fly the shortest route between their origin and destination, the before mentioned sum would mean an increase in LFV’s reported revenue from air traffic control services by 2%. Airspace dodging also results in roughly 380 408 superfluous kilometers being flown and 1 874 486 liters of additional fuel being consumed every year.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: This qualitative study is anchored on Jim Collins' business bestseller entitled, "Good to Great: Why Some Companies Make the Leap ... & Others Don't". It draws on its main business paradigms and models designed to help firms to make the quantum leap from not only being "good", but to become "great" world class performers and brands if they follow his dictums and business advocacy in overcoming obstacles and archaic business thinking. I have chosen for this dissertation, South Africa's latest low~cost carrier (Lee), "I Time", which has just entered this lucrative but highly competitive aviation industry dominated by SAA and with a small market share fought over by Kulula, the very first Lee challenger. It is a 000- empirical case study as it is focused on 1 Time and with a solo interview drawn from Glenn Orsmond and augmented by research data glimpsed from the company and also the media and other sources. After the introduction and overview, from Chapter 3 onwards, in each of the chapters, my approach is to highlight the Collins key business models [and in some cases, interspersed with other models drawn from other business writers] that help companies to migrate from good to great covering such determinants as leadership, corporate culture, human asset, technology, competitive strategies and so on. This is then interwoven with the strategic thoughts of Glenn Orsmond, the CEO of "1 Time" low·cost budget carrier whom I managed to interview for this thesis and supplemented with my own research inputs and analysis. I conclude this study with highlights and recommendations as to how "I Time" can achieve this long-term objective, as it is a new entrant and challenger, hence riding the learning curve and competing with the traditional carrier, SAA as well as Kulula, the major Lee. The challenge now is for 1 Time to enter into the "Good" loop and then take drastic as well as incremental steps to migrate to "Great," the highest aspiration for companies that are prepared for long term survival built on a lasting set of strategies. Collins has termed good as the nemesis of great and thus entrepreneurs and CEOs need to have a deep understanding of the underlying principles and determinants in their great leap forward by thinking aloud that good is merely average. / AFRIKAANSE OPSOMMING: Die volgende kwalitatiewe studie is gebaseer op die topverkoper van Jim Collins getiteld. "Good to Great: Why some companies make the leap ... & others don't" USA: Harpers Business 2001. Die uitsprake en besigheidsbeginsels van Collins help besighede om die brug tussen "goed" en "onverbeterlik" te oorbrug. As die inhoud van bogenoemde uitsprake en besigheidverbeteringe en aanbevelings nagekom word, sal verouderde besigheiddenke en ander struikelblokke verwyder word sodat die volgende stelling van pas is. Ek het vir hierdie proefskrif "I Time", Suid-Afrika se nuutste lae koste vlug vrag draer gekies. "1 Time" het so pas hierdie winsgewende en hoogs kompeterende mark betree, wat tot dusver gedomineer is deur SAL, en 'n ander klein vlugvragdraer, naamlik Kulula, wat die eerste lae koste vlug vrag draer was. Die gevalle studie is nie gebaseer op absolute besigheidsteorie nie, maar fokus sIegs op " I Time", met 'n persoonlike onderhoud wat met Glenn Ormond gevoer is en uitgebrei is deur navorsings data wat aan my voorsien deur "1 Time" asook deur die media en ander bronne. Die benadering wat deurentyd gevolg word, vanaf hoofstuk 3, is Collins se sleutel besigheidsmodelle uit te lug en te koppel met [in sommige gevalle, ander besigheidsskrywers se modules] wat maatskappye help om te migreer van goed na uitsonderlik en determinante soos leierskap, korporatiewe kultuur, menslike hulpbronne, tegnologie, kompeterende strategie dek en so voorts. Dit is dan geinterweef in strategiese denke van Glen Orsmond, die Hoof Uitvoerende Beampte van "1 Time" lae-koste begroting draer waar ek die kans gehad het om 'n onderhoud te voer vir hierdie proefskrif ondersteun deur my eie navorsing en analise. Ek sluit die studie af met uitgeligte punte en aanbevelings hoe "1 Time" hulle langtermyn doelwitte kan bereik, siende dat hulle die mark as nuweling betree en bekend wil wees as die nuutste aanspraakmaker in die lae-koste vlugvrag draer industrie, sal hulle bereid moet wees om die lae kurwe te moet deurloop terwyl hulle kompeteer met SAL en Kulula, die huidige hoof kompetisie in die lae-koste draer bedryf, Die ommiddellike uitdaging vir "1 Time" is om die "Goeie" situasie te betree en dan met inkrimentele stappe te migreer na die "Onverbeterlike" vlak, die hoogste aspirasie vir maatskappye wat voorbereid is om hulle lang termyn bestaan wat op volgehoue besigheids strategie gebaseer is te behou. Collins bepaal dat die "Goeie" vlak die wraakgodin is van die "Onverbeterlike" vlak en dat CEO's en ondernemers moet waak om 'n diep verstandhouding van die grondbeginsels en beslissende faktore in hulle tog in hulle groot sprong voorentoe en dat die "goeie" vlak moet gesien word as 'n onaanvaarbare gemiddelde prestasie.

香港以自由貿易港口聞名全世界，事實上自飛機普及之後，航空業也成為香港最重要的服務貿易產業。但由於腹地狹小，到八○年代中期前，全港本地向來只有國泰航空壟斷市場。之後帶有濃厚中資色彩的港龍航空成立後，卻又因香港政府的政策限制而只能以中國市場為主，無法跟國泰航空競爭。 二○○三年中國與香港簽署「更緊密經濟合作夥伴關係安排」(CEPA)之後，放寬香港各項服務貿易產業進入中國大陸市場的規定，香港航空業雖能以獨資方式在中國大陸經營，但最主要的國泰航空卻未採用。本文研究目的即為研究CEPA放寬航空業在中國大陸投資限制後，香港航空業選擇與中國航空業組織策略聯盟的動機與過程。其他香港本地或兩岸的航空公司見狀，是否可能跟進，出現更多航空的策略聯盟，與對現今世界的三大航空聯盟的固有版圖下，是否又有另一波新的氣象。 / Hong Kong is well known for the area of free trade economy, the industries of trade in services, aviation industry is the most important representative of industries in Hong Kong. However, only the Cathay Pacific Airlines is registered and based on Hong Kong, supported by the government of HK, which was colonized of U.K, even though the establishment of Dragon Airline in HK in 1985, its business was constrained by government that shift the main market to Mainland China. The research purpose is setting to since Hong Kong has been signed the “ Closer Economic Partnership Arrangement “ with Mainland China in 2003, while Hong Kong was facing the economy downturn during SARS. China government loosened the restrictions in investing law of Aviation industry to foreign investors as only Hong Kong and Macau. The Hong Kong Airlines company, Cathay Pacific Airlines chose the strategy of strategic alliance cooperating with Chinese Airlines companies, the continuing influences to other Hong Kong, Chinese and Taiwanese Airlines whether they would like to adapt the same theory consisting strategic alliance each other.