Τhe introduction of advanced electronic services to airline operations is a necessity. The forefront of these services is the full implementation of e-ticketing which was globally imposed by IATA regulations (Reg. 722H) by May 2008. The launch of these services has provided airlines with several new tools with which to woo customers and to improve customer services in many different areas of operations. Furthermore, the minimization of the operational costs are expected from airlines, implemented these services. However, these services bring a lot of changes to an airline's daily operation and the whole process of ‘doing businesses' is being transformed. The relationship between e-services providers, airlines and customers has been changed. Therefore, airlines need to establish the appropriate organizational culture to flourish and take advantage of the benefits. The support of these services by the organization's employees is required. The nature of organizational changes they need to make depend on the nature of their organization. Firms based on a simple organization structures may find it easier to adopt the changes, on the other hand, complex beauracratic organizations find it more difficult to support the new electronic products and services. Therefore, the necessary organisation changes should be made in order for it the transition period to run smoothly. In addition, most of airlines outsource these electronic services and face the resistance of their employees. In the paper we will examine how the launch of the new electronic services affect scheduled airlines operations, the benefits a firm can reap from these services and what organizations changes should take place to accommodate changes. We will propose a new methodological framework for assessing the impact of the e-services to an airline and for adapting the organizational structure to new technologies.
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