Have a personal or library account? Click to login
Identification of factors affecting competitive tension in the domestic air transport market in Turkey1 Cover

Identification of factors affecting competitive tension in the domestic air transport market in Turkey1

International Journal of Management and Economics
Volume 56 (2020): Issue 2 (June 2020)
By: Mehmet Yasar and  Ender Gerede  
Open Access
|May 2020

Figures & Tables

Figure 1

Competitive interaction model.Source: Chen and Miller, 2012, p. 71.
Competitive interaction model.Source: Chen and Miller, 2012, p. 71.

Figure 2

Interfirm rivalry model.Source: Chen, 1996, p. 111.
Interfirm rivalry model.Source: Chen, 1996, p. 111.

Figure 3

Research model.
Research model.

Simulation of competitive asymmetry

Firms Most important rival?
FocalRivalYesNoValue
Firm AFirm B✓ 1
Firm AFirm C ✗0
Firm BFirm A ✗0
Firm BFirm C✓ 1
Firm CFirm A✓ 1
Firm CFirm B ✗0

Mean values, standard deviations, and correlations

VariablesMeanStandard deviations1234567
[1] MC0.0780.13210.781**0.878**0.798**0.722**0.629**0.705**
[2] RS0.0990.1610.781**10.788**0.515**0.494**0.487**0.548**
[3] MCT0.0280.0830.878**0.788**10.586**0.568**0.403**0.469**
[4] CA0.1700.3770.798**0.515**0.586**10.616**0.557**0.596**
[5] PCTin2.1471.1930.722**0.494**0.568**0.616**10.821**0.846**
[6] PCTout2.9980.8730.629**0.487**0.403**0.557**0.821**10.969**
[7] PCTtotal2.8560.8780.705**0.548**0.469**0.596**0.846**0.969**1

Perceived competitive tension scale

Please tick the other airlines that you consider as rivals, according to the degree of rivalry, from the highest [5] to the lowest [1]. For airlines you do not consider as a rival, tick [0]
AirlinesI do not see as a rival [0]I consider it as the least important rival [1]I consider it as a less important rival [2]I consider it as a moderately important rival [3]I consider it as an important rival [4]I consider it as the most important rival [5]
A
B
C

Variables of the study with their types and abbreviations

VariablesType of variableAbbreviation
Perceived competitive tensionDependentPCT
Market commonalityIndependentMC
Resource similarityIndependentRS
Market concentrationIndependentMCT
Competitive asymmetryIndependentCA

Results of regression analysis on determinants of competitive tension

Models
Variables123
MC9.211**7.758**8.923***
RS−0.8720.9630.932
MCT−3.377−7.839**−8.248**
CA0.004−0.075−0.242
Observations424242
R20.540.500.61
Adjusted R20.490.450.56
Durbin–Watson2.0242.2081.710
Cronbach’s alpha 0.831

Number of domestic passengers carried and airplanes of airlines

Number of domestic passengers [number of airplanes]
201220132014201520162017
AL1671,861460,730655,625828,892841,486Ceased***
[6][6][8][8][14][4]
AL23,691,1504,729,2924,723,7093,888,3923,435,2303,645,466
[15][16][18][20][25][24]
AL35,282,3116,272,0856,098,7016,265,7206,138,9544,817,484
[32][23][21][28][25][24]
AL410,229,79820,447,82823,938,73827,628,89830,578,31833,778,276
[40][49][55][65][78][73]
AL54,739,7174,162,8624,395,2275,178,9405,077,1305,391,148
[22][19][23][54][49][52]
AL69,086,57715,223,42717,206,69721,322,34422,951,37227,396,372
[18][27][26][30][29][33]
AL721,228,48924,837,18428,315,31326,300,43727,287,32529,874,443
[184][200][225][258][271][260]
Total**54,949,10376,146,91385,416,16697,041,210102,499,358109,511,390
[337][361][401][463][491][470]

Demographic information about the participants

InsiderOutsider
Airline firmsAirline employeesDepartmentsNumber of participants
CodeNumber of participantsDepartmentsNumber of participants
AL19Cost control24Travel agency45
AL215Sales–marketing8
AL313Tariff planning3
AL411Revenue management4Airport2
AL55Station management6
Ground operation19Other airlines8
AL64Operation control4
Agreements management1News, Websites2
AL724Trade3
Ticket sales9

Codes given to airline firms

Codes used in descriptive statistics
AL1Airline 1
AL2Airline 2
AL3Airline 3
AL4Airline 4
AL5Airline 5
AL6Airline 6
AL7Airline 7

Verification status of the hypotheses

Independent variableDependent variableHypothesesAcceptedRejected
Market commonalityPerceived competitive tensionHypothesis 1 [H1]✓
Resource similarityPerceived competitive tensionHypothesis 2 [H2] ✓
Market concentrationPerceived competitive tensionHypothesis 3 [H3]✓
Competitive asymmetryPerceived competitive tensionHypothesis 4 [H4] ✓
DOI: https://doi.org/10.2478/ijme-2020-0009 | Journal eISSN: 2543-5361 | Journal ISSN: 2299-9701
Journal RSS Feed
Language: English
Page range: 118 - 139
Submitted on: Nov 7, 2019
Accepted on: Mar 20, 2020
Published on: May 26, 2020
Published by: Warsaw School of Economics
In partnership with: Paradigm Publishing Services
Publication frequency: 4 issues per year
Keywords:
strategic management,
competition,
competitive dynamics,
perceived competitive tension,
rival analysis
Related subjects:
Business and economics,
Political economics,
Economic theory, systems and structures,
Business management,
Management accounting, financial controlling, cost calculation, investment

© 2020 Mehmet Yasar, Ender Gerede, published by Warsaw School of Economics
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

Previous articleVolume 56 (2020): Issue 2 (June 2020)Next article