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    <title>Transport Research International Documentation (TRID)</title>
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    <copyright>Copyright © 2026. National Academy of Sciences. All rights reserved.</copyright>
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    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
    <webMaster>tris-trb@nas.edu (Bill McLeod)</webMaster>
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      <title>Transport Research International Documentation (TRID)</title>
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      <title>Restructuring in the rail transport industry at Port Kembla</title>
      <link>https://trid.trb.org/View/1639398</link>
      <description><![CDATA[In January 1998, the Rail Transport division at the Port Kembla Steelworks was a thriving operation consisting of the operations department and 3 maintenance departments - Rail Maintenance, Wagon Maintenance and Diesel Locomotive Maintenance. This structure is represented in the organisation chart attached. The features of this structure included; 1. The Superintendent Rail Transport who held the overall responsibility for operations and accreditation to run the system as required by Department of Transport. 2. The Rail Operations Superintendent who was responsible for the day-to-day operations. 3. A training officer who ensured all training and re-accreditation was carried out for drivers and shunters. 4. Four (4) senior supervisors worked a 7x3 shift system and were responsible for all crew operations and organisation. 5. Four (4) work allocators organised the work load for 7x3 shift crews. The four (4) road controllers had the responsibility for allocation of roads to loco crews via a 2-way radio system and were the essential safety link between locomotive crews. 6. The roster supervisor was responsible for ensuring all shifts were covered during periods of annual leave, sick leave or any other absence. The locomotive operations consisted of 80 loco crews - 1 driver and 1 shunter, working 7x3 and 5x3 shift systems. At this stage Rail Operations was transporting 25Mt of product per year approximately 7Mt of which was coal. The Superintendent Rail Transport -Maintenance was responsible for the overall maintenance and safety of the 3 maintenance departments.]]></description>
      <pubDate>Fri, 19 Jul 2019 14:25:11 GMT</pubDate>
      <guid>https://trid.trb.org/View/1639398</guid>
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    <item>
      <title>Change management and post-acquisition considerations for smoothly implementing new management strategies</title>
      <link>https://trid.trb.org/View/1575474</link>
      <description><![CDATA[The success of a transaction depends on the way in which the post-acquisition integration takes place. This paper discusses relevant factors for the successful acquisition of shares in an airport. Any acquisition requires a knowledge-based approach combined with good preparation, thorough understanding of the challenges and opportunities ahead and open communication. As a result, these factors also contribute to the positive integration and development of the airport. The aspects that have to be considered and the mechanisms that have to be in place to ensure a smooth transition are pointed out.]]></description>
      <pubDate>Tue, 26 Feb 2019 09:41:12 GMT</pubDate>
      <guid>https://trid.trb.org/View/1575474</guid>
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      <title>Bridging the strategy-execution gap: Strategic planning in times of change</title>
      <link>https://trid.trb.org/View/1575471</link>
      <description><![CDATA[This paper analyses the strategy-execution gap, which occurs when strategy design and strategy execution are disconnected. Increased competition and digital disruption are just some of the indicators that point towards an industry facing major and constant change. The paper discusses a number of intrinsic weaknesses in strategy design, which can reduce an organization’s capability to successfully manage change. Conventional strategy design produces static strategies, which capture the organisation’s strengths, weaknesses, opportunities and threats, but only to the extent visibility on these exists at the time of strategy design. The organisation, however, will be exposed to far more potential disruptors than its leadership team can oversee. These evolve, and new and different ones will arise over time. This paper also discusses potential weaknesses in strategy execution. Traditional strategic planning processes produce top-down strategies, which may prevent the bottom-up engagement of the wider organisation and its ecosystem of customers, business partners and other key stakeholders. Without this feedback loop, an organisation may struggle to calibrate its strategy against real-time dynamics and to effectively respond to change. If strategy design and execution become disconnected, change can outpace strategy and business continuity may be at risk. Therefore this strategy-execution gap should be understood and managed. The paper discusses a more dynamic approach to strategic planning. Dynamic strategies reflect ongoing dialogue, an organisation’s unique competitive differentiator, certain fundamental choices and, above all, flexibility. By enabling the organisation to effectively respond to real-time disruptors, while keeping it on course to achieve its long-term strategic objectives, strategic planning can bridge the strategy-execution gap.]]></description>
      <pubDate>Tue, 26 Feb 2019 09:41:12 GMT</pubDate>
      <guid>https://trid.trb.org/View/1575471</guid>
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      <title>Factors Influencing Adoption of Information Technologies for Public Transportation Project Inspection: A WSDOT Case Study</title>
      <link>https://trid.trb.org/View/1576983</link>
      <description><![CDATA[This paper presents a case study of the organizational change process associated with the Washington State Department of Transportation (WSDOT) year-long research program that implemented a cloud-based mobile project inspection application to 18 project engineering offices (PEO) across the state. Ultimately, four out of the 18 PEOs decided to adopt the new technology. Data from semi-structured interviews and a user study conducted two months after implementation are used to identify organizational change strategies used by WSDOT, and how those relate to ideas from the general literature on change management. The loss of upper management program leaders, inadequate communication and training to prepare personnel for the change, and policy and procedural uncertainties in integrating the change with other systems and operations were found to be factors that may have influenced the outcome of the program. While this paper focuses on one DOT’s efforts, other DOTs may have similar organizational structures and implementation efforts, and the findings and lessons learned could serve as a representative model for how such implementation might best be accomplished in a DOT and how that might differ from traditional change management guidance.]]></description>
      <pubDate>Tue, 29 Jan 2019 14:23:20 GMT</pubDate>
      <guid>https://trid.trb.org/View/1576983</guid>
    </item>
    <item>
      <title>Megaprojects in transportation networks</title>
      <link>https://trid.trb.org/View/1532361</link>
      <description><![CDATA[Megaprojects are characterized by large investment volumes, high complexity and ambitious goals of their promoters with respect to technological, economic or aesthetic performance. There are a number of cases which show massive failures with planning, procurement, construction and operation of megaprojects in the transport sector. But there are also positive cases which underline that it is not a natural law that megaprojects fail rather than in the first instance a missing accountability of the planning and decision processes. In this context the criteria for success or failure have to be defined appropriately, because the widely used time and cost overruns are only rough indicators. Furthermore, the methods of evaluation have to be extended to allow for an integrated assessment of all sustainability aspects. Long planning and construction times imply that coping with uncertainty is a crucial issue such that risk and change management, stable legal, financial and political framework, and wide acceptance by stakeholders are essential requirements for a successful planning and implementation process.]]></description>
      <pubDate>Mon, 22 Oct 2018 16:27:06 GMT</pubDate>
      <guid>https://trid.trb.org/View/1532361</guid>
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    <item>
      <title>MASCA (MAnaging System Change in Aviation): What makes for successful change? Evidence from industrial-based research</title>
      <link>https://trid.trb.org/View/1339694</link>
      <description><![CDATA[While there is widespread acceptance that the capability for ensuring sustainable change within the aviation industry is critical, the evidence from industrial-based case studies on ‘what factors make for successful change’ have been few and far between. Addressing the very real challenges industry has in implementing sustainable change was the key focus of an EU FP7 collaborative project called MASCA (MAnaging System Change in Aviation). This paper puts forward a new approach to managing system change that has been tested and validated in collaborative industrial research and practice. The proposed approach targets the internal capacity of the organisation to be more flexible and adaptable in a way that increases the chances to survive and prosper under a wide range of circumstances and increasing commercial pressure, upcoming regulations and accelerating cycles of new technologies.]]></description>
      <pubDate>Tue, 27 Jan 2015 11:24:24 GMT</pubDate>
      <guid>https://trid.trb.org/View/1339694</guid>
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    <item>
      <title>Investigating the Change in Firm Performance using Balanced Scorecard: An Empirical Study of Logistics Service Providers in Egypt</title>
      <link>https://trid.trb.org/View/1328748</link>
      <description><![CDATA[The problem with many Logistics Service Providers (LSPs) in Egypt is to assess their performance that has been changing for many years especially when change became necessary due to severe competition, unstable economy and political environment, and a rapid change in technology. The purpose of this study is to recognize the role and effects of Change Management (CM) on the performance of LSPs in Egypt through using the Balanced Scorecard (BSC). The BSC is one of the practical methods that can be used in evaluating the impact of changes on performance through linking the BSC’s four categories (financial, customer relations, internal business processes, and learning and growth) with the ‘change’ four categories (technological, social, leadership, and structural change). This research follows a quantitative approach using an online questionnaire to collect responses from approximately 450 LSPs in the Egyptian logistics industry to investigate the relationship between CM on performance. Descriptive statistics and inferential analysis are performed to analyze the data collected and achieve the research aim. The findings of this research showed a significant impact of the different types of changes on performance of LSPs through the BSC measurement. These types of changes would then be emphasized as key to drive performance improvement. This research would contribute into filling the gap in literature in the field of LSP in Egypt, nevertheless in the Middle East and North Africa (MENA) region and draw the attention of researchers to this topic that can support the effectiveness of the supply chain business in Egypt. This research could influence LSPs in Egypt to use the BSC as a tool to assess their performance. In addition, it provides a novel approach in the method of assessing the impact of change on the performance of LSPs in Egypt for further recommended developments.]]></description>
      <pubDate>Wed, 29 Oct 2014 11:26:52 GMT</pubDate>
      <guid>https://trid.trb.org/View/1328748</guid>
    </item>
    <item>
      <title>Managing the transition to electric mobility in Chinese automotive subsidiaries of MNCs</title>
      <link>https://trid.trb.org/View/1246077</link>
      <description><![CDATA[With the transition to electric mobility, foreign manufacturers and suppliers want to defend or even expand their previously high market shares despite increasing Chinese competition and want to continue to tap Chinese market opportunities. This article examines the challenges for the Chinese subsidiaries of multinational automotive companies in the transition to electric mobility. These consist of being unable to serve the largest market in the world adequately, failing to test the new technology adequately, being unable to raise the resources needed to finance electric mobility and being unable to handle the divergent management logics of the old and new drive technologies properly. To carry out the study, structured interviews with experts in China were conducted alongside the theoretical deduction of hypotheses in 2010.]]></description>
      <pubDate>Fri, 22 Mar 2013 09:19:51 GMT</pubDate>
      <guid>https://trid.trb.org/View/1246077</guid>
    </item>
    <item>
      <title>Driver perceptions and sources of user dissatisfaction in the implementation of variable speed limit systems</title>
      <link>https://trid.trb.org/View/1212160</link>
      <description><![CDATA[This research explores technical innovation and the impact of resistance to innovation in the implementation of an active traffic management system. Technology-driven change initiatives are often difficult to implement and failure rates are high. Lack of success is often linked to failures in understanding the change environment or failure to account for human factors in the implementation of a new technology. This study explores stakeholder perceptions in the implementation of a variable speed limit (VSL) system in St. Louis, Missouri. Survey data from the driving public and law enforcement officials were analyzed during the first 2 years the VSL system was operational. High levels of dissatisfaction were present in survey results and indicated significant levels of resistance to innovation. Change management theory was used to link sources of dissatisfaction to common resistance factors. This provides an opportunity to develop strategies for the successful implementation of innovative traffic management systems. Decision makers involved with active traffic management will benefit from an understanding of the pervasive nature of resistance to innovation and an awareness of strategies for designing change management processes in innovative traffic systems.]]></description>
      <pubDate>Fri, 14 Sep 2012 11:15:38 GMT</pubDate>
      <guid>https://trid.trb.org/View/1212160</guid>
    </item>
    <item>
      <title>The future of TQM is past. Can TQM be resurrected?</title>
      <link>https://trid.trb.org/View/1161440</link>
      <description><![CDATA[]]></description>
      <pubDate>Thu, 23 Aug 2012 09:41:58 GMT</pubDate>
      <guid>https://trid.trb.org/View/1161440</guid>
    </item>
    <item>
      <title>New methods improve ability of airports to track capital programs</title>
      <link>https://trid.trb.org/View/1135053</link>
      <description><![CDATA[As airports capital programs are coming under increased scrutiny from the organizations that fund them, the tracking and reporting on use of funds by airports is increasingly important, and many airports are having to change their current methods for doing so. This article discusses four activities to help facilitate this change: business process optimization; improved stakeholder communications; enabling technology; and change management.]]></description>
      <pubDate>Thu, 29 Mar 2012 07:14:16 GMT</pubDate>
      <guid>https://trid.trb.org/View/1135053</guid>
    </item>
    <item>
      <title>Transformation of Infrastructures: Sector Characteristics and Implications for Fundamental Change</title>
      <link>https://trid.trb.org/View/1116237</link>
      <description><![CDATA[Infrastructure sectors such as energy or water supply, sanitation, or telecommunications provide us with services that are essential for modern life and for industrialized societies. In this article, we explore some of the sectors’ key characteristics in order to better understand the conditions that stimulate or hinder far-reaching transformation processes in infrastructures. It will be argued that durable and capital-intensive assets, together with a high degree of systemness generate considerable inertia and impede fundamental change. At the same time, capital intensity and massive investment needs as well as negative environmental impacts represent sources for change. A high degree of regulation and an often large share of public utilities also play a key role for sector dynamics. Conceptual frameworks for studying infrastructures and making policy recommendations have to take into account these particularities and the close interplay of techno-economic, organizational, and institutional characteristics.]]></description>
      <pubDate>Fri, 21 Oct 2011 07:37:38 GMT</pubDate>
      <guid>https://trid.trb.org/View/1116237</guid>
    </item>
    <item>
      <title>Creating Customer Value and Next-Generation Stations</title>
      <link>https://trid.trb.org/View/1104255</link>
      <description><![CDATA[Rail station user profiles have been changing gradually over time. Such qualitative change needs to be predicted and means to meet new customer requirement added to station spaces provided to create further customer value. "Market-in" is the general concept current qualitative change efforts are using. "Market-in" allows a company to gain an understanding of rail station user needs in order to strive to provide what users want. The author examines "market-in" thinking in terms of safety, security, the environment and resources, the relationship between the station and surrounding community, service provider role, conceptual viewpoint, technology, lifestyle continuity, total design, and additional customer value creation. The author concludes that in creating customer value, the ability to continue providing service as usual without change is an important value creation aspect.]]></description>
      <pubDate>Tue, 21 Jun 2011 12:00:28 GMT</pubDate>
      <guid>https://trid.trb.org/View/1104255</guid>
    </item>
    <item>
      <title>Retrieving Transportation Information with Constraint SQL and Constraint Datalog</title>
      <link>https://trid.trb.org/View/1102741</link>
      <description><![CDATA[Users of transportation information have to recreate how they retrieve their information when managers of the information make changes.  Managers must choose between burdening the users with the change and burdening themselves with the current state.  The costs associated with these choices are the cost of having the users recreate how they retrieve their information and the cost of not making the change.  If, however, users did not have to recreate how they retrieve their information when the managers of the information make changes, the problem could be avoided.  This dissertation presents such a solution for avoiding the problem.  The approach developed is applied to the data languages Constraint SQL and Constraint Datalog.  Ultimately, managers should be able to implement changes without affecting users' queries.]]></description>
      <pubDate>Fri, 20 May 2011 16:29:56 GMT</pubDate>
      <guid>https://trid.trb.org/View/1102741</guid>
    </item>
    <item>
      <title>Soft Transport Policy Measures: Gaps in Knowledge</title>
      <link>https://trid.trb.org/View/1101690</link>
      <description><![CDATA[A review of implementations of soft transport policy measures (Richter et al. 2010) demonstrates their effectiveness in motivating car users to voluntarily switch travel mode. This paper review research that addresses questions of when and why these measures are effective. Long-term effects, synergies between soft and hard policy measures, assessments of individual differences, differences in determinants of participation and of changes in travel, generalizability, and nonquantified benefits are gaps in knowledge. Knowledge is also lacking about the cost-effectiveness of techniques such as providing motivational support to set change goals, requesting plans for how to change, and providing customized information.]]></description>
      <pubDate>Thu, 19 May 2011 09:00:45 GMT</pubDate>
      <guid>https://trid.trb.org/View/1101690</guid>
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