Not all hubs are made equal: A case study of airport governance in Europe

Abstract

The entire aviation industry was severely hit by the COVID-19 pandemic, leaving airplanes stranded and airports empty of the usual hustle. While the full consequences of this crisis are yet unknown, it only adds fuel to the ongoing debates about the future of the aviation sector, including airport capacity and environmental challenges facing many hub airports around Europe. While conventional aviation research describes the development of hub airports as a function of varying geo-economic variables, this research sheds light on the societal underpinnings of the makings of hub airports. From an airport governance perspective, a case study of four European hub airports, representing both expanding and struggling hubs, was conducted. Based on interviews with 31 airport stakeholders from four different countries (i.e. Belgium, Finland, the Netherlands and Switzerland) as well as a review of strategic and policy documents, the authors argue that the development of hub airports and their corresponding governance models is a non-linear process, informed to a great degree by societal and discursive factors. The authors conclude that developing and sustaining a well-functioning hub airport that supports regional development necessitates an active stance from local, regional and national authorities. A clear and strategic governance model is needed, one that is not limited to ownership and regulation questions, but one that guarantees a wide-ranging consensus among airport stakeholders. Finally, the paper provides a perspective on future potentials and challenges facing European hub airports.