Virtual airline (economics)

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In economics, a virtual airline is an airline that has outsourced as many possible operational and business functions as it can, but still maintains effective control of its core business.[1] Such an airline focuses on operating a network of air services, and outsourcing non-core activities to other organizations.[2] Contracting out services within the aviation industry has reportedly become so common that many carriers could be classed as having features of a virtual airline, although it is arguable whether any current carriers meet a strict definition of the term.[3][4]

List of virtual airlines

Europe

North America

References

  1. ↑ Flouris, Triant (2006). Designing and Executing Strategy in Aviation Management. Ashgate Publishing. p. 91. ISBN 0-7546-3618-6. 
  2. ↑ Doganis, Rigas (2005). The Airline Business. Routledge. p. 283. ISBN 0-415-34615-0. 
  3. ↑ Ioannides, Dimitri (1998). The Economic Geography of the Tourist Industry: A Supply-side Analysis. Routledge. p. 118. ISBN 0-415-16411-7. 
  4. ↑ Domberger, Simon (1998). The Contracting Organization: A Strategic Guide to Outsourcing. Oxford University Press. p. 146. ISBN 0-19-877458-3. "British Airways [has] lean[ed] towards becoming the first of the new general of Virtual Airlines" 
  5. ↑ http://www.dallasnews.com/business/airline-industry/20130124-republic-airways-to-operate-large-regional-jets-for-american-airlines1.ece
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