ABSTRACT
In favour of internal/organic growth as a medium for expansion is the fact that it is generally easier to control, and therefore less risky, than growth by acquisition. It is also more likely to leave intact corporate culture, systems, and standards. On the other hand, it can be too slow once major competitors start consolidating rapidly and building commercial barriers to market entry. Most acquisitions by airlines have taken the form of horizontal or vertical integration, there has in the past been some concentric/related diversification away from air transport and even some unrelated diversification, but as has already been mentioned this type of growth is largely out of favour. Precluded by both aeropolitics and economics from each serving every market airlines have for decades cooperated both multilaterally and bilaterally to facilitate the movement of passengers and cargo between their respective networks.
