How have airlines used alliances to internationalise their expansion? : A case study on Norwegian Airlines and Scandinavian Airlines’ behaviour

dc.contributor.author	Guzman, Emma Rebeca Pinto
dc.contributor.author	Hæhre, Dennis André
dc.date.accessioned	2018-12-19T13:40:22Z
dc.date.available	2018-12-19T13:40:22Z
dc.date.issued	2018
dc.identifier.uri	http://hdl.handle.net/11250/2578346
dc.description	Masteroppgave(MSc) in Master of Science in Business, Strategy - Handelshøyskolen BI, 2018	nb_NO
dc.description.abstract	This final paper proposes a framework which reviews strategic alliances in the context of the Airlines Industry and puts in contrast the two largest Nordic airlines. Strategic alliances, in this sight, are part of the internationalisation strategy of SAS, founding member of Star Alliance, one of the world’s largest airline alliances. On the other hand, Norwegian focuses on solo expansion. A literature review on strategic alliances, alliance portfolio, internationalisation and legitimation has been made to set a theoretical background. Specifically, for this analysis, propositions have been discussed to assess what the analysis has proposed to be the advantages or disadvantages of strategic alliances. Finally, conclusions, limitations and future research proposals are presented.	nb_NO
dc.language.iso	eng	nb_NO
dc.publisher	Handelshøyskolen BI	nb_NO
dc.subject	strategi	nb_NO
dc.subject	strategy	nb_NO
dc.title	How have airlines used alliances to internationalise their expansion? : A case study on Norwegian Airlines and Scandinavian Airlines’ behaviour	nb_NO
dc.type	Master thesis	nb_NO