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In a highly competitive scenario, such as today’s airline business, changes in the regulatory framework may produce important variations in the airlines’ results. An example is the introduction of Sustainable Aviation Fuel (SAF) mandates to help air transport decarbonization. The airlines’ break–even curve provides a useful tool to evaluate the competitive position among airlines and to assess and address the cost impact due to the new regulatory environment. The purpose of this paper is to evaluate the impact of new environmental regulations on airlines’ business results to achieve air transport decarbonization.

Based on the break–even curve and the relationship between fuel cost increment and fuel cost related to the airlines’ operating expenses, the unit cost increment due to SAF introduction is obtained for several scenarios of SAF prices and different airlines.

In many cases, we find that using 100% SAF with prices beyond 1.5 times the present fuel price generates losses: it is not feasible if it is not possible to transfer SAF price to passenger fares due to demand elasticity.

The novelty of this approach is the application of a rationale method to accurately determine the impact of several scenarios of SAF prices on airlines’ business results. This approach also provides a sound and compelling basis to argue before Environmental Regulation Authorities based on facts and figures. This paper is of use and value to airlines, the International Civil Aviation Organization (ICAO), the International Air Transport Association (IATA), practitioners and academics.

This paper aims to evaluate the evolution of the organizational field in the Colombian coffee industry between 1960 and 2020 and explain how peripheral actors influenced institutional change.

The methods analyze historical processes from a hermeneutical and interpretative perspective. The authors used data collection techniques through interviews, archive data, publications and media reports, embracing an interdisciplinary and qualitative documentary approach. This approach helps the authors unravel the temporal dimensions of the historical discourse related to coffee and the involvement of various actors within organizational structures.

The authors found that, unlike the literature regarding the change in organizational fields, recently, within the coffee sector in Colombia, the institutional work of peripheral actors (small producers, local associative groups and coffee women, among others) is changing the field as follows: (1) women are changing traditional behaviors moving from hierarchical family structures and lack of gender awareness, to empowered, horizontal and sustained relationships, (2) indigenous people include rituals and other traditional practices in coffee production and (3) ex-guerrilla members are helping to strengthen the peace process implementation in Colombia through coffee production.

The authors did not conduct statistical or computational analysis to simulate the emergence of new organizational forms. Instead, the authors attempted to elucidate narratives and discourses that reflect the tensions between central and peripheral actors from a historical perspective.

This study seeks to help leaders and managers overcome processes or organizational change in which peripheral actors are crucial. From that perspective, allocating resources and capabilities can become more effective.

This paper offers a new perspective of change within organizational fields from the roles of peripheral actors, which are fundamental in change processes within organizational fields, especially in the global south, where tensions between elites and vulnerable people are familiar.