Managing turbulence: Business model development in a family-owned airline

Marcel Bogers, Britta Boyd, Svend Hollensen

Research output: Contribution to journalArticleAcademicpeer-review

13 Citations (Scopus)


How can a family business reduce environmental uncertainty and dependence by developing its business model, changing the logic of creating and capturing value through its activities? Cimber, a Denmark-based family-owned airline, has developed different business models since its establishment in 1950. Resource dependence theory can help illuminate the actions that Cimber took in this process. The family played an important role in balancing internal and external influences, shaping the scope and complexity of the business model, and creating specific path dependencies.

Original languageEnglish
Pages (from-to)41-64
Number of pages24
JournalCalifornia Management Review
Issue number1
Publication statusPublished - 2015
Externally publishedYes


  • B2B
  • Business failures
  • Business model development
  • Families & family life


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