Managing turbulence: business model development in a family-owned airline

Marcel Bogers; Britta Boyd; Svend Hollensen

doi:10.1525/cmr.2015.58.1.41

Managing turbulence: business model development in a family-owned airline

Marcel Bogers, Britta Boyd, Svend Hollensen

Sektion for Produktion, Markeder og Politik

10 Citationer (Scopus)

Abstract

How can a family business reduce environmental uncertainty and dependence by developing its business model, changing the logic of creating and capturing value through its activities? Cimber, a Denmark-based family-owned airline, has developed different business models since its establishment in 1950. Resource dependence theory can help illuminate the actions that Cimber took in this process. The family played an important role in balancing internal and external influences, shaping the scope and complexity of the business model, and creating specific path dependencies.

Originalsprog	Engelsk
Tidsskrift	California Management Review
Vol/bind	58
Udgave nummer	1
Sider (fra-til)	41-64
Antal sider	24
ISSN	0008-1256
DOI	https://doi.org/10.1525/cmr.2015.58.1.41
Status	Udgivet - 1 sep. 2015

Adgang til dokumentet

10.1525/cmr.2015.58.1.41

CaliforniaManagementRReview_5801_03_BogersForlagets udgivne version, 659 KB

Citationsformater

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