This paper examines how airport ownership and operating models influence digital investment and digital maturity. It first outlines different ownership structures, ranging from fully government-owned airports (such as Dubai Airport and Doha Airport) to partially privatised airports (including Bengaluru Airport and Manchester Airport), and fully private airports (such as Heathrow Airport and Gatwick Airport). It then reviews key operating models, including direct government administration, corporatised structures, concession arrangements, not-for-profit entities, and the distinction between single-airport operators and multi-airport groups. This study is among the first to examine potential links between airport ownership, governance, operating structures, and digitalisation and innovation outcomes. Building on this foundation, the paper analyses how these ownership and governance arrangements shape approaches to airport digital transformation, particularly in terms of investment capacity and digital maturity. This analysis is situated within broader global trends in baggage handling systems, passenger service technologies, airline–airport IT integration, emerging digital innovations, passenger experience performance indicators, and IT spending patterns. The study is further supported by a qualitative thematic analysis of interviews conducted with digital leaders from selected airports worldwide. The findings indicate that while ownership structures (public, private, or hybrid) and operating models (single-airport or group-based) significantly influence governance frameworks, funding capacity, and the scalability of digital initiatives, they do not independently determine the extent of digital transformation achieved. Instead, digital maturity is shaped by broader strategic leadership, the degree of autonomy over IT investment decisions, regulatory processes and timelines, and the strength of an organisation’s digital culture.
Jayaraman et al. (Fri,) studied this question.