The lowest of low-cost carriers: The case of airasia

Teresa Shuk Ching Poon; Peter Waring

doi:10.1080/09585190903509480

The lowest of low-cost carriers: The case of airasia

Teresa Shuk Ching Poon, Peter Waring

Hong Kong Metropolitan University

Research output: Contribution to journal › Article › peer-review

16 Citations (Scopus)

Abstract

In December 2001, just a few months after the terrorist attacks on New York and Washington left the international airline industry reeling, a new Malaysian company called 'Tune Air' purchased a small underperforming domestic Malaysian airline known as 'AirAsia' for 1 Malaysian ringgit and the assumption of 40 million ringgit in debt. Within 11 months of acquiring the company, Tune Air had fully repaid this debt and by January 2003 the company was operating six aircraft domestically. In 2006, AirAsia boasted a fleet of 35 Boeing 737-300 aircraft and eight Airbus 320 aircraft with orders for 100 more A320s (Vietnam News 2006) and was forecast to carry nine million passengers to 52 domestic and international destinations.

Original language	English
Pages (from-to)	197-213
Number of pages	17
Journal	International Journal of Human Resource Management
Volume	21
Issue number	2
DOIs	https://doi.org/10.1080/09585190903509480
Publication status	Published - Feb 2010

Keywords

Airasia
Asia
Competitive strategy
Human resource management strategy and practices
Innovative branding
Labor relations and management
Low-cost business model
Low-cost carrier

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

Access to Document

10.1080/09585190903509480

Cite this

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abstract = "In December 2001, just a few months after the terrorist attacks on New York and Washington left the international airline industry reeling, a new Malaysian company called 'Tune Air' purchased a small underperforming domestic Malaysian airline known as 'AirAsia' for 1 Malaysian ringgit and the assumption of 40 million ringgit in debt. Within 11 months of acquiring the company, Tune Air had fully repaid this debt and by January 2003 the company was operating six aircraft domestically. In 2006, AirAsia boasted a fleet of 35 Boeing 737-300 aircraft and eight Airbus 320 aircraft with orders for 100 more A320s (Vietnam News 2006) and was forecast to carry nine million passengers to 52 domestic and international destinations.",

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AB - In December 2001, just a few months after the terrorist attacks on New York and Washington left the international airline industry reeling, a new Malaysian company called 'Tune Air' purchased a small underperforming domestic Malaysian airline known as 'AirAsia' for 1 Malaysian ringgit and the assumption of 40 million ringgit in debt. Within 11 months of acquiring the company, Tune Air had fully repaid this debt and by January 2003 the company was operating six aircraft domestically. In 2006, AirAsia boasted a fleet of 35 Boeing 737-300 aircraft and eight Airbus 320 aircraft with orders for 100 more A320s (Vietnam News 2006) and was forecast to carry nine million passengers to 52 domestic and international destinations.

KW - Airasia

KW - Asia

KW - Competitive strategy

KW - Human resource management strategy and practices

KW - Innovative branding

KW - Labor relations and management

KW - Low-cost business model

KW - Low-cost carrier

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ER -

The lowest of low-cost carriers: The case of airasia

Abstract

Keywords

UN SDGs

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