DIMENSIONALITY AND VALIDITY OF THE OPERATIONAL PERFORMANCE CONSTRUCT IN THE AVIATION INDUSTRY: A FACTOR ANALYTIC APPROACH

Year 2020, , 299 - 321, 31.12.2020

Waribugo Sylva

https://doi.org/10.17261/Pressacademia.2020.1326

Abstract

Purpose- Operational performance is critical to competitive advantage, market share and financial performance of organisations. These benefits of operational performance translate to the socioeconomic growth and development of nations. Despite the relevance of this construct, there is paucity of validated scales on it in the airlines’ sector. This study, therefore, conceptualized, dimensionalized and validated the operational performance construct in the civil aviation sector.
Methodology- I exhumed 49 items from the vast literature on operational performance in several sectors, including the airline industry. I contacted managers in the aviation sector and experts in the field to confirm face and content validity. I then engaged an initial sample of 213 workers in the 18 Nigerian domestic airlines and subjected the proposed items to Exploratory Factor Analysis (using IBM SPSS version 27). Furthermore, I enlisted another sample of 201 respondents and used the second set of data to conduct a Confirmatory Factor Analysis (using IBM SPSS Amos version 26).
Findings – The initial 49 items passed the test of face and content validity. Exploratory Factor Analysis resulted in the extraction of 29 items from the initial 49 items, representing five principal components (quality, cost, responsiveness, innovation and safety). Upon Confirmatory Factor Analysis, the final 29-item instrument passed the tests of validity and reliability. The proposed overall measurement model had a good fit with the sample data.
Conclusion- Based on the findings, the study emphasized the need for managers in the airline sector to be aware that the twenty nine observable indicators validated in this study can be deployed to improve their organisations’ operational performance via quality, cost, responsiveness, innovation and safety. The paper reveals some methodological limitations and suggested that structural models on the nexus between operational performance and other variables, such as organizational culture and environmental turbulence, be developed and tested in diverse settings.

Keywords

Aviation industry, confirmatory factor analysis, exploratory factor analysis, operational performance

References

• Abdallah, A. B.,Phan, C. A., & Matsui, Y. (2016).Investigating the effects of managerial and technological innovations on operational performance and customer satisfaction of manufacturing companies. International Journal of Business Innovation and Research, 10(2/3), 153-183.
• Ahn, T., & Lee, T. J.(2011). Service quality in the airline industry: Comparison between traditional and low-cost airlines. Tourism Analysis, 16(5), 535-542.
• Alemayehu, W., &Brocke, J. (2010). Sustainability performance measurement-The case of Ethiopian airlines. In: Lecture Notes in Business Information Processing LNBIP, 66, 489-500.
• Al-kalouti, J., Kumar, V., Kumar, N., Garza-Reyes, J.,Upadhyay, A., &Zwiegelaar, J.(2020).Investigating innovation capability and organizational performance in service firms.Briefings in Entrepreneurial Finance, 29(1), 103-113.
• Amarjit, G., Manjeet, S., Neil, M., &Harvinder, S. M. (2016). The impact of operational efficiency on the future performance of Indian manufacturing firms.International Journal of Economics and Finance, 6(10), 259-269.
• Anderson, J. C., &Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411-423.
• Atalik, Ö.,&Özel, E. (2007). Passenger expectations and factors affecting their choice of low cost carriers-Pegasus Airlines.Paper presented at the Northeast Business and economics association conference, Central ConnecticutState University, New Britain, November 7–9. Pegasus Airlines,” paper presented at the Northeast Business.
• Atkins, B.T. (1991). Building a lexicon: The contribution of lexicography.International Journal of Lexicography, 4(3), 167-204.
• Baird, K., Hu, K. J., & Reeve, R. (2011). The relationships between organizational culture, total quality management practices and operational performance.International Journal of Operations & Production Management, 31(7), 789-814.
• Barnes, D. (2008). Operations management.1st Edition. Thompson.
• Bayraktar, E., Demirbag, M., Lenny Koh, S. C., & Tatoglu, E. (2009). A causal analysis of the impact of information systems and supply chain management practices on operational performance: Evidence from manufacturing SMEs in Turkey. International Journal of Production Economics, 122(1), 133-149.
• Belobaba, P., Odoni, A., &Barnhart, C. (2015). The global airline industry.John Wiley & Sons.
• Berrittella, M., La Franca, L., &Zito, P. (2009). An analytic hierarchy process for ranking operating costs of low cost and full service airlines. Journal of Air Transportation Management, 15(5), 249-255.
• Berry, L., & Parasurman, A. (1994). Improving service quality in America: Lessons learned. Academy of Management Executive, 8(2), 32-52.
• Bowersox, D.J., Closs, D.J., & Cooper, M.B. (2009). Supply chain logistics management. 3rd edition.McGraw-Hill.
• Byrne, B. M. (1998). Structural equation modeling with LISREL, PRELIS, and SIMPLIS: Basic concepts, applications, and programming.Erlbaum.
• Cámara, S. B., Fuentes, J. M., &Marín, J. M. M. (2015). Cloud computing, Web 2.0, and operational performance. The International Journal of Logistics Management, 26, 426-458.
• Chang, Y. H., & Yeh, C. H. (2002).A survey analysis of service quality for domestic airlines.European Journal of Operational Research, 139(1), 166-77.
• Chang, Y-H., & Shao, P-C. (2011). Operating cost control strategies for airlines.African Journal of Business Management, 5(26), 0396-10409.
• Chavez, R., Gimenez, C., Fynes, B., Wiengarten, F., & Yu, Y. (2013). Internal lean practices and operational performance: The contingency perspective of industry clock-speed. International Journal of Operations & Production Management, 33(5), 562-588.
• Chen, C. F., & Chen, F.C. (2012). Scale development of safety management system evaluation for the airline industry. Analysis and Prevention, 47,177-181
• Chen, F.Y., & Chang, Y.H. (2005). Examining airline service quality from a process perspective. Journal of Air Transport Management, 11(2), 79-87.
• Chen, Y.H., Tseng, M.L., & Lin, R-J.(2011). Evaluating the customer perceptions on in-flight service quality. African Journal of Business Management, 5(7), 2854-2864.
• Chin, W. W. (1998). The partial least squares approach for structural equation modelling. In G. A. Marcoulides (Ed). Modern methods for business research.295-336. Lawrence Erlbaum Associates.
• Chou, C.C., Liu, L.J., Huang, S.F., Yih, J.M., & Han, T.C. (2011). An evaluation of airine service quality using the fuzzy weighted SERVQUAL method.Applied Soft Computing, 11, 2117-2128.
• Chou, C.P., & Bentler, P. M. (1995). Estimation and tests in structural equation modeling.In R. H. Hoyle (Ed.), Structural equation modeling: Concepts, issues, and applications.37-55. Sage.
• Clifford, Y., Cunningham, L., &Moomkyu, L. (1994). Assessing service quality as an effective management tool: The case of the airline industry.Journal of Marketing Theory and Practice,Spring, 76-96.
• Coakes, E., & Smith, P.(2007).Developing communities of innovation by identifying innovation champions.The Learning Organization, 14(1), 74-85.
• Cronbach, L. J. (1951). Coefficient alpha and the internal structure of tests.Psychometrika, 16(3), 297-334.
• Cronbach, L. J., & Shavelson, R. J. (2004). My current thoughts on coefficient alpha and successor procedures.Educational and Psychological Measurement, 64(3), 391-418.
• Cua, K., McKone, K., & Schroeder, R. (2001). Relationships between Implementation of TQM, JIT, and TPM and manufacturing performance.Journal of Operations Management, 19(6), 675-694.
• Damanpour, F. (1992). Organizational size and innovation.Organization Studies, 13, 375-402.
• Dasgupta, M., & Gupta, R. (2009). Innovation in organizations.A review of the role of organizational learning and knowledge management.Global Business Review, 10(2), 203-224.
• De Medeiros, J. F., Ribeiro, J. L. D., &Cortimiglia, M. N. (2014). Success factors for environmentally sustainable product innovation: A systematic literature review. Journal of Cleaner Production, 65, 76-86.
• Devaraj, S., Krajewski, L., & Wei, J. C. (2007). Impact of ebusiness technologies on operational performance: the role of production information integration in the supply chain. Journal of Operation Management, 25(6), 1199-1216.
• Doganis, R. (1991). Flying off course.2nd edition.Routledge.
• Edkins, G., &Coakes, S. (2007). Measuring safety culture in the Australian regional airline industry: the development of the airline safety culture index (asci). Safety Science, ElsevierScience Publishers, Amsterdam. Retrieved from www.leadingedgesafety.com.au/FolioFiles/175/756-Safety%20Culture.pdf
• Eller, R., & Moreira, M. (2014). The main cost-related factors in airlines management.Journal of Transport Literature, 8(1), 8-23.
• Elliott, K. M., & Roach, D. W. (1993). Service quality in the airlineindustry: Are carriers getting an unbiased evaluation fromcustomers? Journal of Professional Services Marketing, 9(2),71-82.
• Fabrigar, L. R., Wegener, D. T., Maccallum, R. C. &Strahan, E. J. (1999). Evaluating the use of exploratory factor analysis in psychological research. Psychological Methods, 4(3), 272-299
• Fabrigar, L. R., & Wegener, D. T. (2012). Exploratory factor analysis. Oxford University Press.
• Flynn, B., Huo, B., & Zhao, F. (2010). The impact of supply chain integration on performance: A contingency and configuration approach. Journal of Operations Management, 28(1), 58-71.
• Fornell, C., &Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research. 48, 39-50.
• Gaynor, M., Bradner, S., Iansiti, M., & Kung, H. T. 2001.The real options approach to standards for building network‐based services. In: 2nd IEEE Conference on Standardization and Innovation in Information Technology; October 3-6, 217-228. Boulder, CO.
• Gerbing, D. W., & Hamilton, J. G. (1996). Viability of exploratory factor analysis as a precursor to confirmatory factor analysis. Structural Equation Modeling a Multidisciplinary Journal, 3(1), 62-72.
• Gourdian, K. (1988). Bringing quality back to commercial air travel: The first step forward. Transportation Journal, 27(3), 23-29.
• Graham, B., & Vowels, T. M. (2006). Carriers within carriers:A strategic response to low-cost airline competition. Transport Reviews, 26(1), 105-126.
• Hair, J.F., Black, W.C., Babin, B.J., & Anderson, R.E. (2010). Multivariate data analysis.Seventh Edition.Prentice Hall.
• Hair, J. F., Black, W. C.,Babin, B. J., Anderson, R.E. (2013).Multivariate data analysis.Pearson New International Edition.Pearson Education Limited.
• Hair, J. F., Ringle, C. M., &Sarstedt, M. (2013). Partial least squares structural equation modeling: Rigorous applications, better results and higher acceptance. Long Range Planning, 46(1-2), 1-12.
• Hair.Jr., J. F., Black, W. C., Babin, B. J., Anderson, R. E., &Tatham, R. L. (2006). Multivariant data analysis.Pearson International Edition.
• Hallgren, M., &Olhager, J. (2000). Lean and agile manufacturing: External and internal drivers and performance outcomes. Journal of Operations & Production Management, 29(10), 976-999.
• Heizer, J.H., Render, B., &Weiss, H. J. (2008). Principles of operations management.Pearson Prentice Hall.
• Heizer, J., Render, B., Munson, C., &Sachan, A. (2017). Operations management: Sustainability and supply chain management. 12th edition.Pearson Education.
• Henseler, J., Ringle, C. M., &Sinkovics, R. R. (2009). The useofpartialleastsquares pathmodelingininternational marketing. Advances in International Marketing, 20, 277-319.
• Heracleous, L., &Wirtz, J. (2014). Singapore airlines: Achieving sustainable advantage through mastering paradox.Journal of Applied Behavioral Science, 50(2), 150-170.
• Howard. J. W. (2016). Moral subversion and structural entrapment.Journal of Political Philosophy, 24(1), 24-46.
• Hudson, P. (1997). Establishing a safety culture in transport industries.Unpublished Paper.
• Hulland, J. (1999). Use of partial least squares (PLS) in strategic management research: A review of four recent studies. Strategic Management Journal,20(2), 195-204.
• Hurley, A. E., Scandura, T. A., Schriesheim, C. A., Brannick, M. T., Seers, R., Vandenberg, R. J., Williams, L. J. (1997). Exploratory and confirmatory factor analysis: Guidelines, issues, and alternatives. Journal of Organizational Behaviour, 18(6), 667-683.
• Hurley, R.F., &Hult, T.M. (1998) Innovation, market orientation and organizational learning: an integration and empirical investigation.Journal of Marketing, 62, 4, 42-54.
• Hussain, R., Al Nasser, A.,&Hussain, Y.(2015).Service quality and customer satisfaction of a UAE-based airline: Anempirical investigation. Journal of Air Transport Management, 42, 167-175.
• Ionescua, L., &Kliewera, N. (2011). Increasing flexibility of airline crew schedules. Social and Behavioral Sciences, 20,1019-1028.
• Jabbour, C.J.C, Jabbour, A.B.L.S., Govindan, K., Teixeira, A.A., & Freitas, W.R.S (2013).Environmental management and operational performance in automotive companies in Brazil: The role of human resource management and lean manufacturing. Journal of Cleaner Production, 47, 129-140.
• Jaskyte, K. (2011). Predictors of administrative and technological innovations in non‐profit organizations.Public Administration Review, 71(1), 77-86.
• Kaiser,H. F. (1960). The application of electronic computers to factor analysis.Educational and Psychological Measurement, 20, 141-151.
• Kaiser, H. F. (1970). A second-generation Little Jiffy. Psychometrika, 35, 401-415.
• Kaiser, H. F. (1974). An index of factorialsimplicity.Psychometrika, 39, 31-36.
• Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system.Harvard Business Review,(Jan-Feb), 75-85.
• Kaynak, J. L. H. (2008). A replication and extension of quality management into the supply chain.Journal of Operations Management, 26(4), 468-489.
• Keating, B., Rugimbana, R., &Quazi, A. (2003). Differentiating between service quality and relationship quality in cyberspace.Journal of Service Theory and Practice,13(3), 217-232.
• Ketokivi, M.A. and Schroeder, R.G. (2004). Perceptual measures of performance: fact or fiction? Journal of Operations Management, 22(3), 247-64.
• Kimberlin, C. L., &Winterstein, A.G. (2008). Validity and reliability of measurement instruments used in research. American Journal of Health System Pharmacists, 65, 2276-2284.
• Ko, D-G., Mai, F., Shan, Z., & Zhang, D. (2019). Operational efficiency and patient-centered health care: A viewfrom online physician reviews. Journal of Operations Management, 1-27.
• Kumar, N., Stern, L. W., & Anderson, J. C. (1993). Conducting interorganizational research using key informants.The Academy of Management Journal, 36, 1633-1651.
• Kumar, V., Batista, L., &Maull, R. (2011). The impact of operations performance on customer loyalty.Service Science, 3(2), 158-171.
• Lau, T-C,Kwek, C-L., & Tan, H-P.(2011). Airline e-ticketing service: How e-service quality and customer satisfaction impacted purchase intention. International Business Management, 5(4), 200-208.
• Lingard, H., Wakefield, R., &Blismas, N. (2013). If you cannot measure it, you cannot improve it: Measuring health and safety performance in the construction industry.Conference: 19th Triennial CIB World Building Congress at: Brisbane.
• Lovelock, C. H., & Weinberg, C. B. (1993). Marketing challenges: Cases & exercises. (3rd ed.).McGrawHill.
• Lyu, G., Chen, L., &Huo, B. (2019). Logistics resources, capabilities and operational performance: A contingency and configuration approach. Industrial Management Data Systems, 119(2), 230-250.doi.org/10.1108/IMDS-01-2018-0024
• MacCallum, R., Widaman, K., Zhang, S., & Hong, S. (1999). Sample Size in Factor Analysis. Psychological Methods, 4(1), 84-99.
• Malhotra, N. K. (1999). Marketing research: An applied orientation.3rd (Ed). Prentice Hall.
• Malhotra, N.K., & Dash, S. (2007). Market research-An applied orientation.Fifth Edition.610-635. Pearson Education.
• Maskey, R., Fei, J., & Nguyen, H. (2018). Use of exploratory factor analysis in maritime research.The asian journal of shipping and logistics, 34, 91-111.
• Maurice, P., Lavoie, M., Laflamme, L., Svanström, L., Romer, C., & Anderson, R. (2001). Safety and safety promotion: Definitions for operational developments. Injury Control and Safety Promotion, 8(4), 237-240.
• McCardle, J. G., Rousseau, M. B., &Krumwiede, D. (2019). The effects of strategic alignment and competitive prioritieson operational performance: The role of cultural context. Operations Management Research, 12,4-18.
• McManners, P. J. (2016). Developing policy integrating sustainability: A case study into aviation.Environmental Science & Policy, 57,86-92.
• Melnyk, S. A., Stewart, D., &Swink, M. (2004). Metrics and performancemeasurement in operations management: Dealing withthe metrics maze. Journal of Operations Management, 22(3), 209-218.
• Mersha, T., &Adlakha, V. (1992). Attributes of service quality: The consumers′ perspective.International Journal of Service Industry Management, 3(3), 34-45.
• Nabass, E., &Abdallah, A. (2018). Agile manufacturing and business performance.Business Process Management Journal, doi:10.1108/bpmj-07-2017-0202.
• Nair, S., Fernández, M. & Segura, J. J. (2011). Flexibility in airline business models with core competence as an indicator.
• Namukasa, J. (2013). The influence of airline service quality on passenger satisfaction and loyalty: The case of Uganda airline industry. TQM Journal, 25(5), 520-532.
• Narasimhan, R., & Das, A. (2001). The impact of purchasing integration and practices on manufacturing performance.Journal of Operations Management, 19(5), 593-609.
• Narvekar, R., & Jain, K. (1996). A new framework to understand the technological innovation process.Journal of Intellectual Capital, 7(2),174-186.
• Nawanir, G., Teong, K. L., & Othman, N. S. (2013). Impact of lean practices on operations performance and business performance: Some evidence from Indonesian manufacturing companies.Journal of Manufacturing Technology Management, 24(7), 1019-1050.
• Nunnally, J. C., & Bernstein, J. H. (1994). Psychometric theory. (3rd Ed.).McGraw-Hill.
• O'Connor, W. E. (2001). An introduction to airline economics.6th edition.Praeger.
• Onofrei, G., Prester, J., Fynes, B., Humphreys, P., &Wiengarten, F. (2019). The relationship between investments in lean practices and operational performance: Exploring the moderating effects of operational intellectual capital. International Journal of Operations & Production Management, 39(3), 406-428.
• Osborne, J. W., &Banjanovic, E. S. (2016). Exploratory factor analysis with SAS.SAS Institute.
• Osborne, J. W. & Costello, A. B. (2009). Best practices in exploratory factor analysis: Four recommendations for getting the most from your analysis. Pan-Pacific Management Review, 12(2), 131-146.
• Ostrowski, P. L., O’Brien, T. V., &Gordon, G. L. (1993). Service quality andcustomer loyalty in the commercial airline industry.Journal of Travel Research, 32(2), 16-24.
• Oxford, R., & Burry-Stock, J. (1995). Assessing the use of language learning strategies worldwide with the ESL/EFL version of SILL.System,23, 1-23.
• Oyewole, P., Sankaran, M., &Choudhury, P. (2008). Information communication technology and the marketing of airline services in Malaysia: A Survey of market participants in the airline industry.Services Marketing Quarterly, 29(4), 85-103.
• Pagell, M., & Krause, D. (2002). Strategic consensus in the supply chain: Exploring the manufacturing purchasing link.International Journal of Production Research, 40(13), 3075-3092.
• Parasuraman, A., Zeithaml, V. A., &Berry, L. L. (1985). A conceptual model of service quality and its implications for future research.Journal of Marketing, 49, 41-50.
• Parasuraman, A., Zeithaml, V.A., &Berry, L. L. (1988). SERVQUAL: A multi-item scale formeasuring consumer perceptions of the service quality.Journal of Retailing, 64(1), 12-40.
• Park, J.W., Robertson, R., & Wu, C-L. (2006). The effect of airline service quality on passengers' behavioural intentions: A Korean case study. Journal of Air Transport Management, 10(6), 435-439.
• Peng, M. W. (2009). Global business.South-Western Cengage Learning.
• Petkova, B., & Dam, L. (2014). The impact of environmental supply chain sustainability programs on shareholder wealth.International Journal of Operations & Production Management, 23-38.
• Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88 (5), 879–903.
• Polit, D.F., & Beck, C. T.(2009).International differences in nursing research. Journal of Nursing Scholarship, 41, 44-53.
• Prajogo, D., Chowdhury, M., Yeung, A. C. L. & Cheng, T. C. E.(2012).The relationship between supplier management and firm's operational performance: A multi-dimensional perspective. International Journal of Production Economics, 136(1), 123-130.
• Prajogo, D., Tang, A., & Lai, K.-H. (2014). The diffusion of environmental management system and its effect on environmental management practices.International Journal of Operations & Production Management, 12-27.
• Rosen & Karwan (1994). Prioritizing the dimensions of service quality.International Journal of Service Industry Management, 5(4), 39-53.
• Rosenzweig, C., Tubiello, F., Goldberg, R., Mills, E., & Bloomfield, J. (2002). Increased crop damage in the U.S. from excess precipitation under climate change.Global Environment Change, 12, 197-202.
• Saha, G.C.,&Theingi (2009).Service quality, satisfaction, and behavioural intentions: A study of low‐cost airline carriers in Thailand.Managing service quality.An International Journal, 19(3), 350-372.
• Saleh, R.A., Sweis, R.J.,& Mahmoud, S. F. I. (2018).Investigating the impact of hard total quality management practices on operational performance in manufacturing organizations: Evidence from Jordan.Benchmarking: An International Journal, 25(7), 2040-2064.
• Salem, H. 2013. Organisationalperformance management and measurement.The Lebanese Experience,1-15.
• Sarstedt, M., &Mooi, E.(2014).A concise guide to market research.The process, data, and methods using IBM SPSS statistics.Springer.
• Schroeder, R. G., Shah, R., & Xiaosong-Peng, D. (2011). The cumulative capability “sand cone”model revisited: a new perspective for manufacturing strategy. International Journal of Production Research, 49(16), 4879-4901.
• Schwab, D.P. (1980). Construct validity in organizational behavior. In Staw, B. M. and Cummings, L. L. (Eds.). Research in organizational behavior.3-43. JAI Press.
• Seristö, H., &Vepsäläinen, A. P. J. (1997). Airline cost drivers: Cost implications of fleet, routes, and personnel policies. Journal of Air Transport Management, 3(1), 11-22.
• Sharma, S., &Modgil, S. (2020). TQM, SCM and operational performance: an empirical study of Indian pharmaceutical industry. Business Process Management Journal,26(1), 331-370 DOI 10.1108/BPMJ-01-2018-0005
• Singer, E., Groves, R. M., & Corning, A. D. (1999). Differential incentives: Beliefs about practices, perceptions of equity, and effects on survey participation. Public Opinion Quarterly, 63(2), 251–260. https://doi.org/10.1086/297714
• Slack, N., Chambers, R.,& Johnston, R. (2007).Operations management.Sixth edition.Prentice Hall.
• Śledzik, K. (2013). Knowledge Based Economy in a Neo-Schumpeterian point of view Equilibrium. Quarterly Journal of Economics and Economic Policy, 8(4), 67-77.
• Spector, P. E. (1992). Summated rating scale construction.Sage.
• Sultan, F.,& Simpson, M. C. (2000). International service variants: airlinepassenger expectations and perceptions of service quality. Journal of Service Management,14(3), 188-216.
• Taylor, S. A.,& Hunter, G. L. (2003).The impact of loyalty with e-CRM software and e-services. International Journal of Service Industry Management,13(5), 452-74.
• Tenenhaus, M., Vinzi, V. E., Chatelin, Y. -M., &Lauro, C. (2005). PLS path modelling.Computational Statistics and Data Analysis,48(1), 159-205.
• Tiernan, S., Rhoades, D. L., & Waguespack Jr, B.(2008).Airline service quality: Exploratory analysis of consumer perceptions and operational performance in the USA and EU. Journal of Service Theory and Practice, 18(3), 212-224.
• Truitt, L.J., & Haynes, R. (1994). Evaluating service quality and productivity in the regional airline industry. Transport Journal, 33(4), 21-32.
• Tsikriktsis, N. (2007). The effect of operation performance and focus on profitability: A longitudinal study of the U.S. airline industry. Manufacturing & Service Operations Management, 9(4), 506-517.
• Tzanakakis, K. (2013). The effect of track stiffness on track performance. In: The railway track and its long term behaviour.79-87. Springer.
• Vanichchinchai, A., &Igel, B.(2011).The impact of total quality management on supply chain management and firm's supply performance.International Journal of Production Research, 49(11), 3405-3424.
• Vaske, J. J. (2008). Survey research and analysis: Applications in parks, recreation and human dimensions.Venture.
• Vaske, J. J., Beaman, J., &Sponarski, C. (2016). Rethinking internal consistency in Cronbach’s Alpha.Leisure Science, 0(0), 1-11.
• Vlachos, I., & Lin, Z. (2014). Drivers of airline loyalty: Evidence from the business travelers in China. Transportation Research Part E Logistics and Transportation Review, 71, 1-17.
• Wang, C. L., & Ahmed, P. K. (2004). The development and validation of the organizational innovativeness construct using confirmatory factor analysis. European Journal of Innovation Management, 7(4), 303-313.
• Wang, M.,& Stanley, J. (1970). Differential weighting: A review of methods and empirical studies. Review of Educational Research, 40, 663-705.
• Ward, P. T., Duray, R., Leong, G. K., Sum,C-C. (1995). Business environment,operations strategy, and performance: An empirical study of Singapore manufacturers. Journal of Operations Management, 13, 99-115.
• Wells, A. T., & Wensveen, J. G. (2004).Air transportation: A management perspective. (5th ed.). Thomson-Brooks.
• Whiteley, R. C. (1991). The customer-driven company: Moving from talk to action.Addison-Wesley.
• Wyman, O. (2012). Guide to airport performance measures.Airports Council International. Montreal: Oliver Wyman Inc.
• Yong, A. G.,& Pearce, P. (2013).A beginner’s guide to factor analysis: Focusing on exploratory factor analysis. Tutorials in Quantitative Methods for Psychology, 9(2), 79-94.
• Yu, S., Alper, H., Nguyen, A-M., Brackbill, R., Turner, L.,Walker, D., Maslow, C., & Zweig, K. (2017). The effectiveness of a monetary incentive offer on survey response rates and response completeness in a longitudinal study.BMC Medical Reserach Methodology, 17, 77 (2017).https://doi.org/10.1186/s12874-017-0353-1
• Zhang, G. P., & Xia, Y. (2013). Does Quality Still Pay? A re-examination of the relationship between effective quality management and firm performance.Production of Operations Management, 22, 120-136.
• Zohar, D. (1980). Safety climate in industrial organizations: Theoretical and applied implications. Journal of Applied Psychology, 65(1), 96-102