Life after Death

How a Family-Owned Airline Reinvents its Business Model after Bankruptcy

Publikation: Konferencebidrag uden forlag/tidsskriftKonferenceabstrakt til konferenceForskningpeer review

Resumé

We analyze the more specific changes to the various components of Cimber’s business model, building on this historical perspective, and especially focusing on the recent developments surrounding the bankruptcy in May 2012. Some key findings with respect to the role of the family in business model development include family-related path dependency, regional embeddedness and stability of key capabilities and complementary assets. Besides, our analysis shows how a family firm specifically struggles to survive in the capital-intensive airline industry, in which most airlines converge and develop similar business models. These findings add to our current understand of the opportunities and constraints for business model development in family firms, and they also provide attention points for practitioners to develop their business model in an effective way, relative to other firms in the industry.
OriginalsprogEngelsk
Publikationsdato22. maj 2014
Antal sider5
StatusUdgivet - 22. maj 2014
BegivenhedNew Research Themes in International Entrepreneurship - University of Southern Denmark, Odense, Danmark
Varighed: 22. maj 201423. maj 2014

Konference

KonferenceNew Research Themes in International Entrepreneurship
LokationUniversity of Southern Denmark
LandDanmark
ByOdense
Periode22/05/201423/05/2014

Fingeraftryk

Airlines
Business model
Bankruptcy
Family firms
Model development
Path dependency
Complementary assets
Embeddedness
Historical perspective
Industry
Airline industry

Citer dette

Hollensen, S., Boyd, B., & Bogers, M. (2014). Life after Death: How a Family-Owned Airline Reinvents its Business Model after Bankruptcy. Abstract fra New Research Themes in International Entrepreneurship, Odense, Danmark.
Hollensen, Svend ; Boyd, Britta ; Bogers, Marcel. / Life after Death : How a Family-Owned Airline Reinvents its Business Model after Bankruptcy. Abstract fra New Research Themes in International Entrepreneurship, Odense, Danmark.5 s.
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Hollensen, S, Boyd, B & Bogers, M 2014, 'Life after Death: How a Family-Owned Airline Reinvents its Business Model after Bankruptcy' New Research Themes in International Entrepreneurship, Odense, Danmark, 22/05/2014 - 23/05/2014, .

Life after Death : How a Family-Owned Airline Reinvents its Business Model after Bankruptcy. / Hollensen, Svend; Boyd, Britta; Bogers, Marcel.

2014. Abstract fra New Research Themes in International Entrepreneurship, Odense, Danmark.

Publikation: Konferencebidrag uden forlag/tidsskriftKonferenceabstrakt til konferenceForskningpeer review

TY - ABST

T1 - Life after Death

T2 - How a Family-Owned Airline Reinvents its Business Model after Bankruptcy

AU - Hollensen, Svend

AU - Boyd, Britta

AU - Bogers, Marcel

PY - 2014/5/22

Y1 - 2014/5/22

N2 - We analyze the more specific changes to the various components of Cimber’s business model, building on this historical perspective, and especially focusing on the recent developments surrounding the bankruptcy in May 2012. Some key findings with respect to the role of the family in business model development include family-related path dependency, regional embeddedness and stability of key capabilities and complementary assets. Besides, our analysis shows how a family firm specifically struggles to survive in the capital-intensive airline industry, in which most airlines converge and develop similar business models. These findings add to our current understand of the opportunities and constraints for business model development in family firms, and they also provide attention points for practitioners to develop their business model in an effective way, relative to other firms in the industry.

AB - We analyze the more specific changes to the various components of Cimber’s business model, building on this historical perspective, and especially focusing on the recent developments surrounding the bankruptcy in May 2012. Some key findings with respect to the role of the family in business model development include family-related path dependency, regional embeddedness and stability of key capabilities and complementary assets. Besides, our analysis shows how a family firm specifically struggles to survive in the capital-intensive airline industry, in which most airlines converge and develop similar business models. These findings add to our current understand of the opportunities and constraints for business model development in family firms, and they also provide attention points for practitioners to develop their business model in an effective way, relative to other firms in the industry.

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Hollensen S, Boyd B, Bogers M. Life after Death: How a Family-Owned Airline Reinvents its Business Model after Bankruptcy. 2014. Abstract fra New Research Themes in International Entrepreneurship, Odense, Danmark.