Do Firms Pass Commodity Costs Savings to Consumers? Evidence of Asymmetric Pricing Behavior in the United States Air Transportation Industry

Author(s):  
James N. Cannon ◽  
Olena Watanabe
2021 ◽  
Vol 13 (17) ◽  
pp. 9656
Author(s):  
Xiaoqian Sun ◽  
Sebastian Wandelt ◽  
Hartmut Fricke ◽  
Judith Rosenow

The air transportation industry has undergone unprecedented changes throughout the COVID-19 pandemic, as measured in terms of flight cancellations, aircraft retirements, airline bailouts, and disconnection of worldwide communities. In this study, we performed a cross-comparison of the impact COVID-19 had on three aviation centers of the world—the United States, Europe, and China. Methodologically, we analyzed the air transportation system as complex networks and by using time series analysis. We discovered that the peak of COVID-19 impact was around April/May 2020, followed by a strong recovery mostly in domestic subsystems. We found a homogeneous impact on the United States, a strong heterogeneous impact on Europe, and a rather short-term impact on China. Domestic flight connectivity recovered much faster than international flight connectivity, particularly for the Chinese air transportation system. Our study provided a comprehensive, data-driven analysis of the COVID-19 impact on air transportation for these three major regions, augmented by references to the rich scientific literature on this subject. We hope that our work opens up pathways to a better understanding and a higher degree of preparedness for future pandemics.


2011 ◽  
Vol 4 (1) ◽  
pp. 87
Author(s):  
Jeff Kennedy

The transportation industry is one of the largest employers in the United States. In fact, employment in the transportation industry is expected to increase from 4,205,000 jobs in 2002 to 5,120,000 jobs in 2012, an increase of 914,000 jobs, with truck drivers, including heavy and tractor-trailer drivers adding 337,000 new jobs (U.S. Bureau of Labor Statistics, 2006 and NAICS Industry Data, 2004). Truck drivers are a valuable and unique resource in today's economy because companies rely on trucks to pick up and deliver merchandise. No other mode of transportation delivers door-to-door. While some goods may travel most of the way by ship, train, or airplane, almost every good is carried by truck at some point en route to its destination. (West, 1-46)


Author(s):  
Robert E. Gallagher ◽  
Gerald F. Burch ◽  
John H. Batchelor

Air mobility has been a military strategic advantage used by the United States (U.S.) from the onset of aircraft carriers, to supporting air bases worldwide. The U.S. government and defense components rely heavily on a civilian fleet of aircraft to supplement air transportation requirements in both peace times and during national emergencies. This paper reviews the historical and legal development of the Civil Reserve Air Fleet (CRAF) and discusses previous struggles and successes of the program by looking at the functionality of the program, before addressing how current events bring about the realization that the program must change. Current changes in the way U.S. airlines operate, the way warfare has been changed, and the financial hardships associated with the COVID-19 pandemic are all used to envision a future of the CRAF program to provide future air transportation capabilities to allow the U.S. government to maintain the necessary strategic advantage of responsive airlift capabilities.


2014 ◽  
Vol 89 (5) ◽  
pp. 1645-1672 ◽  
Author(s):  
James N. Cannon

ABSTRACT This paper examines determinants of sticky cost behavior, costs that increase faster than they decrease as demand fluctuates. The majority of the literature infers that sticky costs arise because managers retain idle capacity as demand falls, but add capacity as demand grows. I use United States Air Transportation industry data to confirm that managers do retain idle capacity when demand falls. However, I also find that sticky costs arise because managers lower selling prices to utilize existing capacity when demand falls, but add capacity (rather than raise selling prices) when demand grows. Finally, I find that sticky costs arise because managers incur more cost when adding capacity as demand grows than they incur when they add capacity as demand falls. Conversely, I find evidence of anti-sticky costs that occur because managers save more cost by removing capacity when demand falls than they save by removing capacity when demand grows. Data Availability: Data are available from the author upon request.


1994 ◽  
Vol 22 (3) ◽  
pp. 240-246 ◽  
Author(s):  
D. Kim Broadwell

In the United States, screening the urine of employees or job applicants for the presence of drugs has become commonplace. A survey of 794 large- and mediumsized companies, conducted by the American Management Association in January 1994, found that 87 percent of them now test job applicants for drug use. In 1987, a similar survey found that 22 percent screened job applicants. Federally mandated drug testing programs with random testing requirements affect millions of workers in the transportation industry, the nuclear power industry, and the United States civil and military services.As some of these programs pass their fifth anniversary since being instituted, it is important to assess the forces that led to their creation. Whether or not these programs are considered successful depends on what one expects to achieve by such widespread testing.


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