A Study of the Strategic Responses of Turkish Airline Companies to the Deregulation in Turkey: Methodology

A Study of the Strategic Responses of Turkish Airline Companies to the Deregulation in Turkey: MethodologyIn this research, qualitative research methods and techniques that enable the undertaking of in-depth and multi-dimensional analysis on current developments in any environment and explain why and how decisions related to social events and cases are made were employed. In this qualitative work, the aim is to present a descriptive and realistic picture related to the topic. All the qualitative data collected has been analyzed using a descriptive analysis method. Buyer seller relationships

Research data was collected between 07.07.2010 and 07.09.2010 via a semi-structured interview method. With this in mind, an interview form relating to the literature was prepared and interviews were carried out with senior managers of airline companies in the research population. Both during the preparation of the interview forms and during the analysis of the data, Porter’s ‘Five Forces Model’ and “Generic Competitive Strategies” formed the basis of this work.
The population of this study is composed of Turkish airline companies that were authorized to operate scheduled flights in domestic market as of June 2010 by the General Directorate of Civil Aviation. These carriers are Turkish Airlines, Onur Air, Atlasjet, Pegasus Airlines, SunExpress, Borajet and AnadoluJet. Of these, AnadoluJet is not necessarily a separate operator, but a sub-brand of Turkish Airlines operating in the domestic airline market. However, AnadoluJet is regarded as the most significant strategic response of Turkish Airlines to deregulation in the market and it is seen to have had a major impact on the market as a whole through its operations, so we saw fit to look at this area in this study.
Respondents in interviews were selected using a purposive sampling method to increase the transferability. It was arranged so that interviewees would be those involved in the strategic decision-making processes and were authorized, senior level managers fully knowledgeable regarding the research topic. These were ten senior level managers and one specialist working at the general directorate, commercial directorate, regional flights directorate, domestic flights directorate, revenue and route management directorate, sales and marketing directorate, regional directorate and, strategic planning and investment department.
In order to ensure a consistency of interview method used as a data collection tool in this qualitative research, all interviews were carried out identically. For this reason, all interviews were undertaken by the same researcher, in the same manner.
The researcher undertaking the interviews attempted to keep the interviews as long as possible, so that the responses given better reflected the reality. The interviews took two hours on average. In order to further enhance the internal validity of the research, by the end of the interview, issues where interviewees hesitated were posed as a question again in order for the interviewer to try to confirm whether the answers were accurately understood or not.
Additionally, after having analyzed and interpreted the data collected, reports were generated, then submitted to the managers who provided the data so that the managers could provide feedback on the reports to discover if there were any misunderstandings or misinterpretations by the researcher. Only two feedbacks were received and there were no negative comments or corrections.