A multi-theoretical SEM model of strategic enablers driving airline operational performance in Thailand

Nisakorn Somsuk; Nisara Paethrangsi

doi:10.61089/aot2025.2fcm2t82

Authors

Nisakorn Somsuk Department of Industrial Engineering, Faculty of Engineering, Rajamangala University of Technology Thanyaburi, Pathum Thani, Thailand Author https://orcid.org/0009-0001-3753-0596
Nisara Paethrangsi Faculty of Liberal Arts, Rajamangala University of Technology Thanyaburi, Pathum Thani, Thailand Author https://orcid.org/0000-0003-1145-8212

DOI:

https://doi.org/10.61089/aot2025.2fcm2t82

Keywords:

strategic enablers, operational performance, airline industry, mixed-methods, SEM

Abstract

Operational performance in commercial airlines increasingly depends on the effective alignment of internal capabilities operating within highly regulated, reliability-critical environments. While existing aviation research frequently examines operational drivers in isolation, limited evidence integrates multiple theoretical perspectives or provides empirical insights from emerging Asian markets. This study develops and empirically validates a multi-theoretical structural equation model grounded in the Resource-Based View (RBV), Total Quality Management (TQM), and Compliance Management Theory to explain how four strategic enablers—ground operations, crew performance, maintenance and reliability, and regulatory compliance—collectively influence operational performance in Thailand’s commercial airline sector. A convergent mixed-methods design was employed, incorporating qualitative insights from 15 executives and regulatory specialists and quantitative data from 412 employees across six Thai airlines. Confirmatory factor analysis demonstrated strong reliability and validity, and covariance-based SEM indicated good model fit (RMSEA = 0.056, CFI = 0.938, GFI = 0.916, SRMR = 0.048). All four strategic enablers exerted significant positive effects on operational performance, with regulatory compliance (β = 0.46) and ground operations (β = 0.42) emerging as the strongest contributors. Qualitative findings reinforced these results, emphasizing compliance culture, turnaround precision, and crew coordination as dominant operational priorities. Subgroup analysis revealed clear distinctions between full-service carriers (FSCs) and low-cost carriers (LCCs), reflecting differences in organizational structure, safety culture, and maintenance strategies. The study offers a unified, empirically tested framework that advances theoretical understanding of airline capability systems and provides actionable guidance for managers seeking to strengthen safety governance, frontline execution, and operational reliability in emerging aviation markets.

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