Table 5.

Studies of the effects of strategic alliance^a.

Study	Alliances	Period	Findings
Gellman Research Associates (1994)	BA/US Air, KLM/NW	1994	Profits increased for all parties with BA and KLM gaining more than their partners
Youssef and Hansen (1994)	Swissair and SAS	1989–1991	Increases in flight frequency; variations in fare levels; the strongest service levels had the lowest fare increases
US General Accounting Office (1995)	KLM/NW, US Air/BA, UAL/Lufthansa UAL/Ansett, UAL/BMA	1994	All carriers enjoyed increased revenues and traffic gained at competitors' expense, not industry growth
Dresner et al. (1995)	Continental/SAS, Delta Swissair, KLM/NW	1987–1991	Mixed successes with traffic volumes; in general alliances did not benefit partners
Park (1997)	KLM/NW, Delta/Swissair/Sabena	1990–1994	Traffic increases at the expense of rivals. Complementary alliances lowered fares while parallel alliances increased fares
Oum et al. (2000)	Star Alliance, oneWorld SkyTeam, KLM/NW	1992–1994	Increased traffic on alliance routes
Brueckner and Whelen (2000)	US international alliances	1999	Fare are some 18–20% lower on international alliance, interlining routes

^aThese effects may be seen as the removal of the capacity constraint and the downward movement of costs illustrated in Fig. 3.