Despite the fact that business, or "corporate," aircraft use has grown rapidly in the past decades, there fails to be a sound case for justification rooted in business theory. Simultaneously, current strategy literature neglects a body of thought concerning how an external factor, such as business aviation, could affect a firm's core competencies and ultimately competitive advantage. As such, nine firms were interviewed using a business strategy lens in order to understand the justification and mentalities surrounding business aircraft assets. The interviews generated data that suggests a secondary or tertiary link between business aviation and competitive advantage while more importantly exposing the importance of intangibles for competitive advantage generation.
Bibliography : pages 70-74