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Does privatisation drive innovation? Business model innovation through stakeholder viewpoints: the case of Sydney Airport 10 years post-privatisation

Published online by Cambridge University Press:  28 August 2014

Dorothea Bowyer  and
Ross L. Chapman
Dorothea Bowyer
Affiliation:
Deakin Graduate School of Business, Deakin University, Burwood, Australia
Ross L. Chapman*
Affiliation:
Deakin Graduate School of Business, Deakin University, Burwood, Australia
*
Corresponding author: [email protected]
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Abstract

Broad economic and social reform, rapid technological change and increasing global competition have meant that organisations must consider all aspects of their business model in order to successfully create and capture ongoing customer value. In this study it is proposed that business model innovation must always consider and incorporate the symbiotic and interdependent relationship that stakeholders have with an organisation. One particular aspect of economic reform, privatisation, has become an important driver of economic growth in many economies, particularly when linked with the rapid growth of air travel. Privatisation of an airport can generate a radical change in the overall business model for the airport owner and the various stakeholders involved in the operation of the airport. Sydney Airport has restructured its overarching business model to meet the demands of stakeholders. Using feedback from key stakeholders, this research examines the generally accepted view that airport privatisation leads to an improvement in airport performance. Chesbrough's Business Model Framework provides a lens to assist the analysis of Sydney Airport operations before and after privatisation, and provides valuable insights into the impact of privatisation on business model innovation.

Keywords

airport performanceairport privatisationstakeholdersbusiness model innovationvalue capturevalue creation
Type
Research Article
Information
Journal of Management & Organization , Volume 20 , Issue 3 , May 2014 , pp. 365 - 386
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2014 

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