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

Section for Production, Markets and Policy

10 Citations (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.

Original language	English
Journal	California Management Review
Volume	58
Issue number	1
Pages (from-to)	41-64
Number of pages	24
ISSN	0008-1256
DOIs	https://doi.org/10.1525/cmr.2015.58.1.41
Publication status	Published - 1 Sept 2015

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10.1525/cmr.2015.58.1.41

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Cite this

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