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Relationship genealogy - Relationship transitions between SAS & CPH Airport - by Janus Lykke Aarup
Abstract This paper looks into the hub airline-airport relationship between SAS and CPH Airport, with SAS as the focal company. Dwyer’s et al. (1987) four phases of buyer-seller relationship development is employed to capture the dependence and collaboration between CPH Airport and SAS through time. The concept of strategic orientation is added to Dwyer’s et al. (1987) five sub processes of relationship development, since it has a major impact on collaboration and dependence. Furthermore, Dwyer’s et al. (1987) dyadic approach is combined with the network –and macro environmental level, which exhibit a substantial influence on airline-airport relationships. The case of CPH Airport and SAS shows that airline-airport relationships do not necessarily develop progressively from transactional arm’s lengths relationships towards close collaboration, as the model by Dwyer et al (1987) prescribes. Additionally, an anomaly to the model is apparent, when it comes to hub airlines and their base airport, since interdependence is significant, both when it comes to transactional- and relational exchanges.
Finally, it is concluded that the competitive advantages of SAS and CPH Airport seem to stem from inter organizational activities, where mutual inputs are significant & consistent.
Introduction Prevailing buyer-seller relationship theories suggest a progressive direction of relationship development, where the relation moves from transactional exchanges towards increased interdependence and collaboration (Ford, 1980; Dwyer et al., 1987). The case of Scandinavian Airlines (SAS) and Copenhagen Airports (CPH Airport), with SAS as the focal company, will clarify whether this, generally, holds true for airline-airport relationship development. Additionally, this paper takes the network perspective into account in order not to fall into dyadic
Abstract This paper looks into the hub airline-airport relationship between SAS and CPH Airport, with SAS as the focal company. Dwyer’s et al. (1987) four phases of buyer-seller relationship development is employed to capture the dependence and collaboration between CPH Airport and SAS through time. The concept of strategic orientation is added to Dwyer’s et al. (1987) five sub processes of relationship development, since it has a major impact on collaboration and dependence. Furthermore, Dwyer’s et al. (1987) dyadic approach is combined with the network –and macro environmental level, which exhibit a substantial influence on airline-airport relationships. The case of CPH Airport and SAS shows that airline-airport relationships do not necessarily develop progressively from transactional arm’s lengths relationships towards close collaboration, as the model by Dwyer et al (1987) prescribes. Additionally, an anomaly to the model is apparent, when it comes to hub airlines and their base airport, since interdependence is significant, both when it comes to transactional- and relational exchanges.
Finally, it is concluded that the competitive advantages of SAS and CPH Airport seem to stem from inter organizational activities, where mutual inputs are significant & consistent.
Introduction Prevailing buyer-seller relationship theories suggest a progressive direction of relationship development, where the relation moves from transactional exchanges towards increased interdependence and collaboration (Ford, 1980; Dwyer et al., 1987). The case of Scandinavian Airlines (SAS) and Copenhagen Airports (CPH Airport), with SAS as the focal company, will clarify whether this, generally, holds true for airline-airport relationship development. Additionally, this paper takes the network perspective into account in order not to fall into dyadic