Tensions in air and rail integration based on a European longitudinal case study with stakeholders
A.S. Toet (TU Delft - Responsible Marketing and Consumer Behavior)
J.I. van Kuijk (TU Delft - Human Factors, Karlstad University)
Klaas Boersma (Royal Schiphol Group)
S.C. Santema (TU Delft - Responsible Marketing and Consumer Behavior)
More Info
expand_more
Other than for strictly personal use, it is not permitted to download, forward or distribute the text or part of it, without the consent of the author(s) and/or copyright holder(s), unless the work is under an open content license such as Creative Commons.
Abstract
Integrating air&rail systems requires collaboration among transportation stakeholders. This study used Action Research to explore tensions during a 16-month real-life air&rail integration effort, structured around co-creation sessions. The single case study identified six system-level tensions: no control over airport slots, conflicting priorities in train stop allocation, misaligned scheduling, different business models, fragmented booking systems, and different passenger experiences. Additionally, three collaboration-level tensions emerged: limited mutual understanding, embedding systems thinking in organizational processes, and differences in organizational momentum. While these tensions primarily arose between air and rail operators, resolving them also requires infrastructure managers and government involvement. The identified tensions indicate that the actors tended to prioritize organizational interests over passenger needs. While co-creation fosters understanding, challenges extend beyond peer-level collaboration. Our findings suggest that involving an orchestrator and a European governing body could facilitate system-level decision-making. This may help overcome institutional and regulatory boundaries, for the benefit of air&rail integration.
help_outline