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dc.contributor.authorGuzman, Emma Rebeca Pinto
dc.contributor.authorHæhre, Dennis André
dc.date.accessioned2018-12-19T13:40:22Z
dc.date.available2018-12-19T13:40:22Z
dc.date.issued2018
dc.identifier.urihttp://hdl.handle.net/11250/2578346
dc.descriptionMasteroppgave(MSc) in Master of Science in Business, Strategy - Handelshøyskolen BI, 2018nb_NO
dc.description.abstractThis 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.isoengnb_NO
dc.publisherHandelshøyskolen BInb_NO
dc.subjectstrateginb_NO
dc.subjectstrategynb_NO
dc.titleHow have airlines used alliances to internationalise their expansion? : A case study on Norwegian Airlines and Scandinavian Airlines’ behaviournb_NO
dc.typeMaster thesisnb_NO


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