In the new-generation smart mobility paradigm, mobility-as-a-service (MaaS) systems have shown the most potential to offer integrated mobility platforms. MaaS is essentially an amalgamation of services tailored to match individuals’ diverse travel demands, many of which are demand-responsive transit (DRT) or DRT-like, addressing the much-needed last-mile problem of transit systems. Managing a DRT system could be a simple first step in understanding the governance of MaaS, as the two types of system share the common features of flexibility and individualistic, online platform-based service provision. With that view, we deliberate this exploration here, reflecting on the governance of a DRT case study. We borrow from the schools of transition management and industrial economics to elaborate our understanding. Using the framework of the multi-level perspective, we investigate the drivers and barriers for the diffusion of DRT through the (public transit) regime. The main drivers of DRTs are found to be the willingness of local governments and transit operators to implement DRT, whereas the main barriers stem from infrastructure, technology, and market practices. Alignment among the regime elements remain largely partial, which is consistent with our conceptualization of MaaS governance challenges. This research adds to the literature by offering a comprehensive foundation exercise to reflect on the covernance of innovative mobility services.@en

Mobility as a Service (MaaS) involves integration of various forms of public and private transport services into a single mobility service, accessible on demand. For MaaS to become successful, different suppliers of transport services have to cooperate in alliances in order to bring new benefits in the short and long term. Past experience demonstrates that this is a challenge, and existing transport providers are struggling with this cooperation. Various factors, including divergent interests of stakeholders, may limit the formation of such alliances. In this paper, we resort to the theories of alliance formation to extend our understanding of the formation of alliances within MaaS. Based on the economic, sociological and business literature we propose a conceptual model and formulate ten fundamental propositions for alliance formation to offer MaaS systems. The model takes the perspective of business firms for whom the institutional environment is an exogenous influence. We then apply this conceptual alliance-formation-model for a MaaS-pilot in Nijmegen, The Netherlands. Stakeholders within this pilot were interviewed on their conditions for forming an alliance. It appears that shared goals, limited risks for the partners involved, trust, and stimulating public actions are crucial for a successful alliance. For the pilot, however, learning appears to be the main motive for the firms to get involved. For future transition from the exploration to the exploitation phase of MaaS alliance, these results should be taken into account. The framework and the propositions developed in this paper could be adopted as the necessary preconditions for designing a proper governance structure for providing MaaS services.@en

Socio technological transition with respect to innovations is a broader concept and generally is theorized as such. It is, therefore, unclear how at the micro level, the business firms within an industry is restructuring internally to accommodate the technological innovations. Insights of this process management is uniquely valuable to understand how local technological niches and larger socio-technological transformations are being accommodated in industrial reforms. A business model perspective could provide insights of these innovation process management, in this context the mobility transition from fixed to flexible public transport (FPT) systems. Taking business models as the unit of analysis, in this paper we provide a framework to map the transition process. The framework is applied to a case study of a traditional public transport firm in the Netherlands. We map the evolution of the business models taking the local external developments into account. We define three phases for the business model mapping here – pre FPT, during FPT and the future of FPT. Findings suggest a complete shift in client orientation of public transport authorities with geared up efforts in digitalization and value creation during these three phases of FPT transition. Perhaps the most striking - yet not completely unexpected – outcome for transit companies is to gradually assume a role of facilitator as opposed to a provider of public transit, which potentially will have a thorough reform of the industry. This initial trace of internal transition, however incomplete, provides useful insights of the overall product and process management and the emerging business model configurations and contributes to the learning trajectory of FPT service organizations.@en

Nederland investeert fors in slimme mobiliteitsoplossingen. Er zijn de afgelopen paar jaar meer dan vijftig ITS-proefprojecten opgestart, waarvan er zo’n tien Connected ITS betreffen. Deze laatste categorie wordt gezien als the next step in het vakgebied – en zowel overheid als markt investeren dan ook juist hierin. Maar waar staan we eigenlijk met C-ITS? Wat hebben we tot nu toe van de pilots geleerd? Wat weten we nog niet? En hoe zorgen we ervoor dat we dat zo snel mogelijk wél weten? @en

In 2017, the newly installed Dutch government announced in its coalition agreement to introduce a distancebased heavy goods vehicle charge, similar to the charges levied in other European countries. To study the possible transport impacts, we applied available models and methods in preparation for the introduction of this truck charge in the Netherlands in 2023, in order to present decision information to the government on different aspects of the charge. In this paper we present the analysis of different implementation scenarios for a distancebased truck charge. Different behavioural responses can be expected in terms of freight transport demand, mode choice, logistic efficiency, and route choice. Many studies however lack sufficient detail to properly describe the impact of road charges for HGV on OD flows and freight traffic. In our contribution we explore the bandwidth of impacts of different pricing schemes, using strategic transport models for freight demand and traffic assignment, with detailed modal split and route choice models, ensuring a proper representation of generalsed transport costs. We explain how we use available transport models in an overarching analytical framework to make a comprehensive impact assessment of the different responses, and to decompose the impacts on the different responses. Final impacts are quantified in terms of freight demand (spatial pattern of transport flows), modal split and traffic flows (route choice, and congestion). Depending on the pricing scenario the tonne kilometres decrease by 0.4%–4.8% on average. The modal shift impacts are stronger on longer transport distances: this is explained both by the larger impact of a distance-based charge on these routes, and by higher substitution possibilities to barge or rail. The results indicate that the overall impacts of the introduction of the different charging alternatives are moderate. However, the network impacts at local level can be substantial due to the impact of re-routing of truck trips to avoid charge.@en