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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>Applying the 𝙅𝙞𝙙𝙤𝙠𝙖 concept to white-collar departments: an examination of the JKK initiative at Toyota Motors</title>
      <link>https://trid.trb.org/View/2677536</link>
      <description><![CDATA[This research paper explores the implementation and theoretical underpinnings of 𝘑𝘪 𝘒𝘰𝘶𝘵𝘦𝘪 𝘒𝘢𝘯𝘬𝘦𝘵𝘴𝘶 (JKK), an adaptation of Toyota's renowned 𝘫𝘪𝘥𝘰𝘬𝘢 (i.e., autonomation or 'build-in quality') philosophy that was done to apply this approach to Toyota's white-collar departments in Japan. Through a comprehensive examination of the prerequisites, implementation, and effects of JKK, this study aims to elucidate its significance and impact. The research methodology combines interviews and fieldwork conducted at Toyota and its Japanese component suppliers, supplemented by internal documents and published works. The paper underscores the importance of building an organisational culture prominently featuring managerial commitment, visualisation, and open discussion as a prerequisite for successful JKK implementation, which consists of decomposing each individual process into work elements. The study reveals that JKK has numerous potential advantageous effects such as enhanced quality, efficiency, communication, and employee motivation. Furthermore, the study notes the active engagement of Toyota's business partners in JKK activities, suggesting potential avenues for future exploration.]]></description>
      <pubDate>Wed, 24 Jun 2026 13:22:06 GMT</pubDate>
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      <title>Employee work effort, skills, performance incentives and public transit systems organizational performance</title>
      <link>https://trid.trb.org/View/2636881</link>
      <description><![CDATA[This conceptual paper is about the performance effects of incentivized transit systems also providing wage rate incentives to employees to increase their skills-aided efforts to improve performance. It derives conceptual models, imposes them on transit systems, and using their data estimates a wage, cost and share equations as a system. It finds beneficial effects of these incentives and divides the cost change from employee effort into the effects of skills, effort itself, and economies of scale. It finds effort's cost increasing effect moderated by the effects of economies of scale and skills and a nonlinear (inverted U-shaped) relationship between wages and effort from which two groups of transit systems are identified. In the majority group, employees can be given incentives in the form of small wage premiums to increase their effort to improve transit system performance. And in the other, employees hold back performance improvement efforts to maintain their current high wages. Finally, the study divides the cost effect of directly provided service into the substitution effect and the lump-sum effect and finds the latter's effect large and negative and more than compensates for the cost increasing effect of input substitution from the lower wages.]]></description>
      <pubDate>Thu, 12 Mar 2026 08:49:42 GMT</pubDate>
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    <item>
      <title>Embracing AI automation to enhance customer experience, employee knowledge and build a smarter airport ecosystem</title>
      <link>https://trid.trb.org/View/2604245</link>
      <description><![CDATA[The aviation industry has long been a cornerstone of global connectivity and has been adapting over the years to meet rising demand. As technology progresses, artificial intelligence (AI) has emerged as a transformative power, reshaping the aviation landscape. This paper explores the significant role of AI and automation in the ground operations ecosystem and the new airport era of digitalisation. Smart airports are offering solutions that enhance operational efficiency, improve customer experiences and empower employees with advanced tools and knowledge. The paper also examines the implications of AI, addressing the challenges of adoption, including system compatibility, cost concerns and regulatory compliance. It highlights what stakeholders can expect from emerging innovations, including enhanced efficiency, transparency and safety. As aviation embraces technological advancements, a collaborative effort between operators, employees and technology providers is essential. By focusing on innovation with a clear vision, the industry is likely to achieve a future where efficiency and passenger satisfaction reach the highest levels. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.]]></description>
      <pubDate>Mon, 22 Dec 2025 17:03:50 GMT</pubDate>
      <guid>https://trid.trb.org/View/2604245</guid>
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      <title>Perspectives on empowerment programs, and interventions in maritime settings: A systematic review</title>
      <link>https://trid.trb.org/View/2371267</link>
      <description><![CDATA[Evidence on workplace safety and health promotion interventions shows that the interventions have failed to demonstrate substantial benefits for seafarers. It is therefore important to explore what is the evidence of interventions with empowering elements regarding seafarers’ safety and health. This study aims to examine what is known about health promotion interventions in a maritime setting and whether they include an empowerment perspective. And secondly, what were the effects of these efforts. The authors systematically searched PubMed and NLM Gateway (for MEDLINE), Institute of Scientific Information/Web of Science (ISI/WOS), and SCOPUS up to July 2022 by using standard keywords including empowerment in the maritime setting. Data extraction was done by three independent reviewers. The quality of included studies was assessed by using the critical appraisal checklists from Joanna Briggs institute. From 3313 studies initially identified, 10 articles met the inclusion criteria and were included in this review. Interventions covered a wide range of topics such as educational interventions on safety, first aid training, weight management, healthy eating, sexual harassment, alcohol abuse, and cancer prevention training. None of the studies applied a specific theory or definitions of empowerment even though their aim was to increase seafarers’ empowerment in these areas. The studies focused on improving the safety and health status of the seafarers, however, they had no explicit focus on participation and empowerment. Increasing research with an empowerment approach in maritime sector is recommended to enhance the feasibility and success of the programs in this hard-to-reach occupation. Systematic review registration number in PROSPERO: CRD42021260098.]]></description>
      <pubDate>Thu, 09 May 2024 09:24:26 GMT</pubDate>
      <guid>https://trid.trb.org/View/2371267</guid>
    </item>
    <item>
      <title>“I’m energized to” &amp; “I’m able to”: A dual-path model of the influence of workplace spirituality on high-speed railway drivers’ safety performance</title>
      <link>https://trid.trb.org/View/2079161</link>
      <description><![CDATA[Workplace safety has always been at the core of the sustainable development of high-speed railways in China, where drivers are a significant factor in railway systems in terms of ensuring safe operation. As a spiritual resource perceived by individuals in the workplace, workplace spirituality can improve the safety performance of individuals by internally stimulating their self-efficacy and passion for work. Under the influence of workplace spirituality, drivers are not only likely to be more “energized to” take part in safety work, but also more “able to”. Based on the model of proactive motivation and conservation of resources theory, a dual-path model was constructed in the present study to explore the influence of workplace spirituality on the safety performance of high-speed railway drivers as well as the mediating effects of self-efficacy and passion for work. Through the analysis of the data from high-speed drivers in 10 railway bureaus of China (N = 325), workplace spirituality was found to be positively related to safety performance. At the same time, the dual-path model was supported, that is, the mediating effects of self-efficacy and passion or work were successfully confirmed, respectively. The present study provides new insights into the management and cultivation of high-speed railway drivers as well as the safety development of organizations both theoretically and practically.]]></description>
      <pubDate>Mon, 19 Dec 2022 11:04:08 GMT</pubDate>
      <guid>https://trid.trb.org/View/2079161</guid>
    </item>
    <item>
      <title>Two for Flinching: The Duplicative Litigation of Railroad Whistleblower Claims</title>
      <link>https://trid.trb.org/View/1846408</link>
      <description><![CDATA[This article describes the Federal Railroad Safety Act (FRSA), a railroad safety statute aimed at making the railroad industry safer through standardization of safety practices and rules.  One amendment to the FRSA outlines whistleblower protection provisions.  The author focuses on the so-called “kick-out” provision through which a railroad employee may directly refile a FRSA claim, starting again, with a corresponding federal district court, if the agency has taken too long to issue a final determination.  However, employers (the railroad company) are not permitted this same privilege.  The author outlines some problems associated with the kick-out provision and suggests remedies to remove the loophole while still preserving the important goals of the FRSA.  The author concludes that the kick-out provision not only fails to promote the purpose of expediting cases but actually incentivizes just the opposite.]]></description>
      <pubDate>Thu, 15 Apr 2021 09:42:53 GMT</pubDate>
      <guid>https://trid.trb.org/View/1846408</guid>
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    <item>
      <title>Linking Workplace Safety to Operational Disruptions: A Moderated Mediation Analysis in Commercial Vessels</title>
      <link>https://trid.trb.org/View/1576448</link>
      <description><![CDATA[The purpose of this research was to determine how workplace safety climate affects to what degree employees recognize and report mistakes while on the job. In particular, the authors scrutinize how no-blame error reporting influences the link between workplace safety climate and unplanned maintenance in commercial vessels. They hypothesize that the mediation effect is stronger in newer, more easily-maintained vessels and weaker in older vessels which are more difficult to maintain. Paper and online survey data from 1,169 crewmembers in 86 marine vessels was analyzed using a generalized structural equation modeling approach. The results showed that safety climate promotes no-blame error reporting and hence decreases the frequency of unplanned maintenance. For vessels of a similar age, a high level of safety climate is indirectly correlated to a significantly lower level of unplanned maintenance rate as compared to ships with an average safety climate level. As vessels age, this mediation effect is weakened. This work contributes to an appreciation of how safety is able to facilitate learning in shipping companies. As a practical matter, a high level of safety climate can indirectly reduce unplanned maintenance by up to 32.4% in an average-aged vessel of 15.7 years. The results also indicate that it is essential for managers to encourage no-blame error reporting.]]></description>
      <pubDate>Thu, 21 Feb 2019 09:56:00 GMT</pubDate>
      <guid>https://trid.trb.org/View/1576448</guid>
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    <item>
      <title>Research on Creating and Sustaining a Culture of Innovation for Departments of Transportation</title>
      <link>https://trid.trb.org/View/1566880</link>
      <description><![CDATA[National Cooperative Research Program (NCHRP) Project 20-108 – Creating and Sustaining a Culture of innovation provides guidance for transportation agency leaders and practitioners who want to build a thriving innovation ethos over the long term. It provides a self-assessment to help you determine where your agency falls on the continuum of innovation efforts, introduces five themes that are necessary to build and sustain a culture of innovation – leadership, communication, empowerment, recognition, and measurement and provides practical examples to help you jump start and sustain your culture of innovation. While many of the principles are applicable to any public or private organization that seeks to embrace innovation, this guide is particularly focused on the unique challenges transportation agencies may encounter as they implement this type of cultural change. The research is based on a literature review, public and private sector case studies and responses from more than 300 transportation professionals.]]></description>
      <pubDate>Wed, 07 Nov 2018 14:19:11 GMT</pubDate>
      <guid>https://trid.trb.org/View/1566880</guid>
    </item>
    <item>
      <title>The application of the five tools model to solve problems at railway companies</title>
      <link>https://trid.trb.org/View/1491237</link>
      <description><![CDATA[Notwithstanding the fact, that the most minute details of technical and technological solutions are very often used in modern companies, business results have still not reached a satisfactory level. Due to this, social models and tools, which individuals can apply, are researched more and more, as well as tools that can be shared by all employees of a company. In this way, Stutz and Michels created a Five Tools model, which enables an individual to grow. According to them, a society cannot achieve progress without the development of every individual. These tools are: Reversal of desire, Active love, Inner authority, Grateful flow and Jeopardy. Stutz and Michels believe that the application of the mentioned tools sets off “invisible forces”, which help the development of every individual. Each of the mentioned tools can and should be used by every railway employee individually. These tools affect the company from below, starting with every individual, and upwards. In the elaboration of the mentioned tools, synonymous tools can be recognized at a railway company, working from the bottom upwards. These five tools also include the management of processes and changes, internal and external communication, HR development management, business planning and risk management. For these tools, there are no guarantees that “invisible forces” will be set off, but their application is mandatory from the viewpoint of legal acts and bylaws.]]></description>
      <pubDate>Fri, 29 Dec 2017 09:35:24 GMT</pubDate>
      <guid>https://trid.trb.org/View/1491237</guid>
    </item>
    <item>
      <title>The effects of high-performance work practices and job embeddedness on flight attendants' performance outcomes</title>
      <link>https://trid.trb.org/View/1308818</link>
      <description><![CDATA[This paper proposes and tests a conceptual model that investigates job embeddedness (JE) as a mediator of the effects of high-performance work practices (HPWPs), as manifested by selective staffing, job security, training, empowerment, rewards, teamwork, and career opportunities, on creative performance (CP) and extra-role customer service (ERCS). Data obtained from flight attendants with a time lag of two weeks in Iran were used to test the aforementioned relationships through structural equation modeling. The results suggest that JE functions as a full mediator of the joint effects of HPWPs on performance outcomes. Specifically, HPWPs jointly enhance JE. JE in turn leads to elevated levels of CP and ERCS. Implications of the results are discussed and future research directions are offered.]]></description>
      <pubDate>Thu, 29 May 2014 10:15:40 GMT</pubDate>
      <guid>https://trid.trb.org/View/1308818</guid>
    </item>
    <item>
      <title>Exploring the impacts of employee advocacy on job satisfaction and organizational commitment: Case of Taiwanese airlines</title>
      <link>https://trid.trb.org/View/1302775</link>
      <description><![CDATA[The accessibility of information through the Internet has enabled flight attendants to become more informed, as well as developing more control of their own affairs. Employee advocacy is related to the transparency of airlines' employment offers and the airlines' willingness to do what is best for their employees. After reviewing the relevant literature, this study focuses on how employee advocacy is influenced by the way employees are treated by their airlines. The authors explored strategies that airline administrations apply to employee advocacy, developed a research setting, analyzed the factors involved, and developed a casual model of the antecedents and consequences of employee advocacy. The authors formulated 5 hypotheses. Data were collected, using a questionnaire survey of flight attendants in Taiwanese airlines. All hypotheses were verified with data from a sample of the respondents, by using a structural equation model. The authors' results indicated that employee advocacy is positively related to flight attendants' job satisfaction and commitment to the organization. Organizational innovation, supervisor support, and employee empowerment are positively related to employee advocacy. Finally, this study concludes by discussing managerial implications and providing suggestions for future research.]]></description>
      <pubDate>Thu, 24 Apr 2014 11:58:07 GMT</pubDate>
      <guid>https://trid.trb.org/View/1302775</guid>
    </item>
    <item>
      <title>Confronting Mistakes: Lessons from the Aviation Industry when Dealing with Error</title>
      <link>https://trid.trb.org/View/1290248</link>
      <description><![CDATA[While mistakes in most organizations are rarely thoroughly examined, in the high-risk aviation industry, an open and democratic culture for dealing with error has been established by experts. This book initiates a new framework for active error management, which is relevant to wider industry, by drawing on this expertise. A new approach to error management in business is presented by analyzing dramatic aviation accidents, in order to reveal how diagnostic, error-permissive behavior can lead towards turning mistakes into learning opportunities. The table of contents is as follows: Introduction: Why Errors Matter; PART I - Case 1: New England Air (NE) 248 Too Scared to Ask; Case 2: Japan Airlines (JAL) 8054 Hope Replaces Action; Case 3: Birgenair 301 Authority and Mental Framing; Case 4: KLM 4805 The Pressure of the Captain's Mood; Case 5: United Airlines 173 Silent Power; Case 6: Avianca 052 Encouragement is not Empowerment; PART II - Crew Resource Management Transforming the Captain's Position – but Preserving the Hierarchical Structure Surprising Side Effects Led to a Breakthrough; PART III - Case 7: United Airlines 811 Copilot Takes Charge; Case 8: United Airlines 232 Flexible Team Enhancement; Case 9: Successful Error Detection and Correction Copilot Overrules Captain; and Case 10: Czar 52 Limits of Convention on the Contract for the International Carriage of Goods by Road (CRM).]]></description>
      <pubDate>Sat, 29 Mar 2014 11:15:38 GMT</pubDate>
      <guid>https://trid.trb.org/View/1290248</guid>
    </item>
    <item>
      <title>Agency theory and a concession relation in ports open to public traffic in the function of empowerment of entrepreneurial initiatives</title>
      <link>https://trid.trb.org/View/1259436</link>
      <description><![CDATA[The analysis of possibilities and contributions of the implementation of agency theory into the area of a concession relation in a zone of ports open to public traffic is presented in this paper in the function of entrepreneurial initiatives empowerment. The analysis of implementation possibilities for agency theory assumptions into a concession relation in a port zone and the elaboration of an appropriate model of an agency relationship were conducted, after the elaboration of theoretical assumptions and empirical repercussions of agency theory, as well as an analysis of functional specificities of a concession relation of port authorities and concessionaires - entrepreneurs in a port zone. The possibilities of improving a concession relation in a port zone were detected and elaborated, on the basis of the model, taking into account the applicability of a behaviour-oriented contract as opposed to an outcome-oriented contract.  Entrepreneurial initiatives empowerment for the implementation of entrepreneurial ideas and projects in a port zone - a maritime public domain - being the purpose.]]></description>
      <pubDate>Tue, 03 Sep 2013 12:28:28 GMT</pubDate>
      <guid>https://trid.trb.org/View/1259436</guid>
    </item>
    <item>
      <title>Columbus develops new comprehensive brand strategy</title>
      <link>https://trid.trb.org/View/1251828</link>
      <description><![CDATA[The Columbus (Ohio) Regional Airport Authority (CRAA) has developed a new brand strategy that reflects focus on delivering strategic business opportunities, exceptional travel experiences, and economic growth for Central Ohio. CRAA is the endorsing brand/umbrella that spans the other entities, Port Columbus, Rickenbacker Inland Port and Bolton Field. In addition to consistent messaging and logos, the brand showcases employees in order to instill a sense of pride and dedication, confidence and efficiency. Details of the transition, including questions as to which of the nearly 160 vehicles needed to be branded (ones that aren't visible to the public?) and whether roadway signage should reference the airport authority or the airport itself are presented.]]></description>
      <pubDate>Wed, 05 Jun 2013 08:53:55 GMT</pubDate>
      <guid>https://trid.trb.org/View/1251828</guid>
    </item>
    <item>
      <title>Delivering Quality Services - Austin Style</title>
      <link>https://trid.trb.org/View/1225707</link>
      <description><![CDATA[Austin-Bergstrom International Airport (ABIA) serves an external customer base of passengers as well as internal customers consisting of employees and business partners. ABIA's committed leadership uses different management tools to focus, plan and execute; empowers staff at all levels to take action, keeping them focused, holding them accountable and incentivizing them; and engages all the airport community in improving service quality. ABIA continues to grow its brand around a quality customer experience, providing passengers with exceptional facilities and services and improving workflow processes. ABIA has a character and feel that is truly reflective of Austin, a city known for its hospitality and music, and the airport delivers a standard of service that passengers rate among the best in the USA. This paper describes the key factors in ABIA's success.]]></description>
      <pubDate>Wed, 19 Dec 2012 09:00:20 GMT</pubDate>
      <guid>https://trid.trb.org/View/1225707</guid>
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