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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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    <item>
      <title>Creating a Guide to Advance the Art and Science of Decision-Making</title>
      <link>https://trid.trb.org/View/2666822</link>
      <description><![CDATA[This conduct of research report, along with NCHRP Research Report 1162: Advancing the Art and Science of Decision-Making: A Guide, is based on the idea that the leaders of transportation agencies serve an essential role as decision-makers. Fulfilling this role effectively relies on their ability to do so quickly, accurately, and with agility in the face of changing circumstances. A host of factors make this especially challenging: incomplete information, complex organization, social, and political dynamics, limited timeframes, and flawed shortcuts and mental biases. This research combined the latest evidence-based theories from decision science with the direct insights and advice of some of the country’s most experienced agency leaders. The result is a guidebook with actionable strategies to identify, understand, and overcome the most common and serious challenges to reaching good decisions while reducing the overall mental and time burden required. The guide has three primary components that form the core research findings and results: Foundations of Decision-Making – A succinct review of what the latest cognitive science teaches us about how we make decisions; Strategies for Better Decisions – Actionable strategies and tactics for each of the identified challenges that can disrupt good decisions; and Case Studies of Decisions in Action – Stories of real-world high-stakes decision situations as told by the agency leaders who experienced them.]]></description>
      <pubDate>Sat, 14 Feb 2026 19:11:43 GMT</pubDate>
      <guid>https://trid.trb.org/View/2666822</guid>
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    <item>
      <title>Advancing the Art and Science of Decision-Making: A Guide</title>
      <link>https://trid.trb.org/View/2602541</link>
      <description><![CDATA[This document combines practical advice and experiences from transportation agency executives with the latest findings from cognitive science research to supplement leaders’ toolboxes for good decision making. This begins with defining the foundations of “good” decisions and understanding the human forces that influence how we all make decisions. It ends with case studies of real-world decision situations faced by agency leaders and a closer look at how they handled them. In between there are several sections of strategies for navigating common challenges and unique situations. These strategies serve as tools to deploy in select instances as circumstances require, rather than steps in a defined process to follow at all times.]]></description>
      <pubDate>Sun, 28 Sep 2025 18:05:10 GMT</pubDate>
      <guid>https://trid.trb.org/View/2602541</guid>
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      <title>W2VPCA: A Machine Learning Method for Measuring Attitudes With Natural Language</title>
      <link>https://trid.trb.org/View/2402066</link>
      <description><![CDATA[Company strategy influences many decisions in freight transportation. Behavioral models of company decision-making therefore could benefit from including strategy variables. However, strategy is difficult to observe and quantify. Attitudinal surveys of company executives can be used to collect measurements of latent strategy to use in quantitative models. However, surveys are costly and burdensome. Text mining methods to collect measurements overcome these issues somewhat, but typically require manual intervention and ignore the context of words, which can be problematic. This study introduces a new machine learning method to generate strategy measurement data from existing big text data. The new method, called W2VPCA, combines Natural Language Processing and Principal Components Analysis. W2VPCA produces measurement data that serve as quantitative indicators of latent strategy in behavioral models. W2VPCA is unsupervised, data-driven, and uses information on word context. We apply W2VPCA to generate measurements of latent strategies using readily available, large-scale text data: annual company reports. The empirical measurements are used successfully to associate two latent strategies, one focusing on distribution and the other on products, with truck fleet and distribution center outsourcing decisions. The main empirical outcome is that the W2VPCA measurements outperform Bag-of-Words measurements in a psychometric analysis of latent firm strategies. While this study focuses on freight behavioral models, W2VPCA may also have applications in behavioral modeling in other domains.]]></description>
      <pubDate>Thu, 31 Oct 2024 09:20:25 GMT</pubDate>
      <guid>https://trid.trb.org/View/2402066</guid>
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      <title>Cybersecurity Issues and Protection Strategies for State Transportation Agency CEOs: Volume 2, Transportation Cyber Risk Guide</title>
      <link>https://trid.trb.org/View/2169542</link>
      <description><![CDATA[This report presents the Transportation Cyber Risk Guide (the “Guide”) developed in Task 5 of NCHRP Project 23-03. The Introduction in Section 1 summarizes the project background, goals, and task objective. Section 2 outlines the concepts which informed the development of the Guide. This consisted of three contributing sets of considerations, the first of which is to assist chief executive officers (CEOs) of state departments of transportation (DOTs) and transportation agencies in improving their organization’s cybersecurity and protection strategies for operational technologies (OTs). The Guide was developed to align closely with the key management and functional areas for which a CEO is responsible. These functional areas reflect the CEO’s executive-level perspective in the management of a transportation agency. Second, the authors examined the National Institute of Standards and Technology (NIST) Guidance for Improving Critical Infrastructure Cybersecurity and other leading sources of cybersecurity best practices. For each of the chief executive-level functional areas, the authors determined how each of the five core NIST functions (Identify, Protect, Detect, Respond, and Recover) applied. From this, the authors identified the intersection of cybersecurity best practices with chief executive-level management functions for key OT assets and operations. This analysis further enabled the authors to identify and address gaps in the NIST and other cybersecurity frameworks. Third, the authors built upon the five elements in the NIST framework by incorporating five additional elements to produce the Ten Cybersecurity Transportation Agency Capabilities for Executive Leadership (as shown in Section 2.4). These 10 elements represent the key cybersecurity management capabilities that a CEO should consider regarding their agency’s capabilities and requirements to manage areas of cyber vulnerability and risk for OT. In Section 3, for each of the chief executive-level management functions identified, and in consideration of the 10 cybersecurity capabilities presented in Section 2, the authors summarized key research findings and corresponding executive-level recommendations. In Section 4, the authors introduce a Cybersecurity Capability Maturity Model to outline four progressive stages of development for each of the 10 cybersecurity capabilities (defined in Section 2.4). This model is intended to help agency CEOs assess their current state of cybersecurity capabilities pertaining to OT and to set the agency’s strategic objectives by providing a comparative basis from which to ascertain progress. This tool allows CEOs to assess aspects of their organization’s as well as their own understanding of OT cybersecurity (e.g., how transportation asset clarification links to cybersecurity risk) against a defined a level for each capability.]]></description>
      <pubDate>Mon, 15 May 2023 13:26:27 GMT</pubDate>
      <guid>https://trid.trb.org/View/2169542</guid>
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    <item>
      <title>Cybersecurity Issues and Protection Strategies for State Transportation Agency CEOs: Volume 1: Project Summary Report</title>
      <link>https://trid.trb.org/View/2166392</link>
      <description><![CDATA[This report presents the Transportation Cyber Risk Guide (the “Guide”) developed in Task 5 of NCHRP Project 23-03. The Introduction in Section 1 summarizes the project background, goals, and task objective. Section 2 outlines the concepts which informed the development of the Guide. This consisted of three contributing sets of considerations. First, the authors considered how to assist chief executive officers (CEOs) of state departments of transportation (DOTs) and transportation agencies in improving their organization’s cybersecurity and protection strategies for operational technologies (OTs). The Guide was developed to align closely with the key management and functional areas for which a CEO is responsible. These functional areas reflect the CEO’s executive-level perspective in the management of a transportation agency. Second, the authors examined the National Institute of Standards and Technology (NIST) Guidance for Improving Critical Infrastructure Cybersecurity and other leading sources of cybersecurity best practices. For each of the chief executive-level functional areas, the authors determined how each of the five core NIST functions (Identify, Protect, Detect, Respond, and Recover) applied. From this, the authors identified the intersection of cybersecurity best practices with chief executive-level management functions for key OT assets and operations. This analysis further enabled the authors to identify and address gaps in the NIST and other cybersecurity frameworks. Third, the authors built upon the five elements in the NIST framework by incorporating five additional elements to produce the Ten Cybersecurity Transportation Agency Capabilities for Executive Leadership. These 10 elements represent the key cybersecurity management capabilities that a CEO should consider regarding their agency’s capabilities and requirements to manage areas of cyber vulnerability and risk for OT. In Section 3, for each of the chief executive-level management functions identified, and in consideration of the 10 cybersecurity capabilities presented in Section 2, the authors summarized key research findings and corresponding executive-level recommendations. In Section 4, the authors introduce a Cybersecurity Capability Maturity Model to outline four progressive stages of development for each of the 10 cybersecurity capabilities. This model is intended to help agency CEOs assess their current state of cybersecurity capabilities pertaining to OT and to set the agency’s strategic objectives by providing a comparative basis from which to ascertain progress. This tool allows CEOs to assess aspects of their organization’s as well as their own understanding of OT cybersecurity (e.g., how transportation asset clarification links to cybersecurity risk) against a defined a level for each capability.]]></description>
      <pubDate>Wed, 03 May 2023 15:55:26 GMT</pubDate>
      <guid>https://trid.trb.org/View/2166392</guid>
    </item>
    <item>
      <title>Truck transport industry in the USA: challenges and likely disruptions</title>
      <link>https://trid.trb.org/View/2106836</link>
      <description><![CDATA[This study presents challenges and likely disruptive changes in the US trucking/logistics industry in the next decade and how these challenges and disruption might affect supply chain management, logistics management, and truck transport industries in the USA. This is a qualitative study based on interviews with senior executives from big transport organisations. The shortage of drivers and capacity constraints precipitated to be the main challenges, and blockchain technology is likely to be a disruptive technology. There seems to be a consensus among the executives interviewed on the use of fully autonomous Class-8 trucks (semi) on highways and city roads that it is too far in the future. The study is limited to the interviews of eight senior executives from four big transport organisations.]]></description>
      <pubDate>Mon, 13 Mar 2023 10:23:40 GMT</pubDate>
      <guid>https://trid.trb.org/View/2106836</guid>
    </item>
    <item>
      <title>Engineering a Legacy: TRB Executive Director Neil Pedersen Retires</title>
      <link>https://trid.trb.org/View/2100917</link>
      <description><![CDATA[This article presents highlights from the career of Neil Pedersen, Transportation Research Board's  executive director since 2015. Pedersen announced his intention to retire last March and, after a successful national search, welcomed a new executive director, Victoria Sheehan, to succeed him in December 2022.]]></description>
      <pubDate>Mon, 23 Jan 2023 12:22:34 GMT</pubDate>
      <guid>https://trid.trb.org/View/2100917</guid>
    </item>
    <item>
      <title>Integrated Management Support System Framework.</title>
      <link>https://trid.trb.org/View/2100895</link>
      <description><![CDATA[This study presents the development of a Management Support Systems Framework that combines Business Intelligence (BI) and Decision Support Systems (DSS) - this Framework will address both operational/tactical decisions as well as executive/organizational decisions - it will have both operational as well as organizational structure.]]></description>
      <pubDate>Wed, 18 Jan 2023 11:17:36 GMT</pubDate>
      <guid>https://trid.trb.org/View/2100895</guid>
    </item>
    <item>
      <title>Administration of Highway and Transportation Agencies</title>
      <link>https://trid.trb.org/View/1919321</link>
      <description><![CDATA[Much of the research conducted by the National Cooperative Highway Research Program (NCHRP) is designed to solve specific problems experienced by practitioners that are related to the operational and planning functions of state transportation agencies. Although top management is certainly affected by these problems and benefits from solutions through improved agency performance, this type of research does not necessarily address top management's most immediate needs.  NCHRP Project 20-24 conducts research intended to address the specific concerns of chief executive officers (CEOs) and other top managers of the state departments of transportation (DOTs). The American Association of State Highway and Transportation Officials (AASHTO) Special Committee on Research and Innovation (R&I) each year allocates funds to the overall series, but identification of specific tasks is left up to the NCHRP 20-24 project panel.

Projects in the NCHRP 20-24 series are procured and conducted under the same procedures and requirements applied to other NCHRP research. Individual projects in the NCHRP 20-24 series are described on the specific project pages.]]></description>
      <pubDate>Tue, 22 Feb 2022 17:40:38 GMT</pubDate>
      <guid>https://trid.trb.org/View/1919321</guid>
    </item>
    <item>
      <title>Annex to Transportation Research Circular: Strategic Management Research Needs for State Departments of Transportation</title>
      <link>https://trid.trb.org/View/1903534</link>
      <description><![CDATA[This document is an Annex to Circular 501, Strategic Management Research Needs for State Departments of Transportation. The Annex contains unedited summaries of State DOT initiatives, prepared as advance material for the "CEO Workshop on Managing Change in State Departments of Transportation," held in Minneapolis on June 25 - 27, 2000. The summaries relate to the three themes of the workshop: Strategic Planning; Workforce and Reorganization; and Program Delivery.]]></description>
      <pubDate>Mon, 17 Jan 2022 17:41:29 GMT</pubDate>
      <guid>https://trid.trb.org/View/1903534</guid>
    </item>
    <item>
      <title>Administration of Highway and Transportation Agencies. Into the 2020s: A Peer Exchange Series for State Department of Transportation CEOs</title>
      <link>https://trid.trb.org/View/1892167</link>
      <description><![CDATA[Experience has shown that chief executive officers (CEOs) of state departments of transportation (DOTs) value and benefit from opportunities to discuss the challenges and experience of DOT leadership with their peers.  In addition, at any particular time a number of CEOs have relatively little tenure in their positions; these newer CEOs often find the experience and insights of their more seasoned peers to be particularly helpful.

 

AASHTO leadership and staff seek to make such opportunities available periodically by organizing peer exchanges and leadership forums highlighting current issues facing the organization’s member agencies.  The typical CEO peer exchange combines facilitated group discussions of selected management topics and informal conversations during meals and breaks.  The topics covered may be drawn from research under the NCHRP Project 20-24 series of projects, which are focused on the needs of state DOT leadership; collected from advance surveys of participants; or identified by the NCHRP. In addition to providing a unique forum for CEOs, the discussions also inform NCHRP staff on current and emerging issues of significant concern nationally that may be priority topics for research.

Activities to support peer exchanges typically entail (1) identifying current issues to be the focus of discussions, (2) providing well-qualified facilitators and preparing briefing materials in advance that will motivate discussion, (3) convening an invited group of executives at an appropriate location, (4) facilitating these executives’ discussions, and (5) documenting the events to provide an ongoing resource for attendees and others.

The objective of this research was to organize, support, deliver, and document a series of 6 in-person state DOT CEO peer exchanges that will provide useful information for CEOs in more effectively fulfilling their responsibilities.]]></description>
      <pubDate>Mon, 15 Nov 2021 19:08:44 GMT</pubDate>
      <guid>https://trid.trb.org/View/1892167</guid>
    </item>
    <item>
      <title>Deadlock in sustainable aviation fuels: A multi-case analysis of agency</title>
      <link>https://trid.trb.org/View/1846004</link>
      <description><![CDATA[Scholars, policymakers, and airlines have known for decades that aviation must decarbonize to combat climate change. The most obvious short-term solution is to replace fossil fuels with sustainable aviation fuels. Yet little progress has been made because airlines, policymakers, and fuel companies are caught in a deadlock over how to move forward. With the literature largely silent, the authors interviewed 36 senior executives with influence over the transition and triangulated their opinions against archival data. The authors' analysis reveals free-riding across sectors, insufficient investment, and a reticence by anyone to lead the charge. The authors argue that these issues could be overcome through collective leadership rather than a few champion entities willing to invest. The authors' findings advance collective action theory by uncovering and analyzing “free-riding across sectors”, offering possible strategies that could address the issue by showing how the current deadlock between airlines, policymakers, and fuel companies could be overcome.]]></description>
      <pubDate>Tue, 15 Jun 2021 12:33:20 GMT</pubDate>
      <guid>https://trid.trb.org/View/1846004</guid>
    </item>
    <item>
      <title>Resilience Primer for Transportation Executives</title>
      <link>https://trid.trb.org/View/1853295</link>
      <description><![CDATA[This primer identifies how chief executive officers (CEOs) of state departments of transportation (DOTs) and their senior executives can incorporate resiliency practices into their agencies’ day-to-day operations and long-range planning. Critical transportation corridors need to be resilient during extreme weather events and other disruptions. Making the network resilient depends on both technical and policy factors, and there are significant roles that can only be played by senior executives of transportation agencies.]]></description>
      <pubDate>Tue, 25 May 2021 16:29:51 GMT</pubDate>
      <guid>https://trid.trb.org/View/1853295</guid>
    </item>
    <item>
      <title>Institutional factors influencing business models: The case of Turkish Airlines</title>
      <link>https://trid.trb.org/View/1757739</link>
      <description><![CDATA[The aim of this study is to explain the evolution of the business model of Turkish Airlines, which has been operating in the air passenger transportation organizational field in Turkey since 1933. In line with this aim, a pool of senior executives were interviewed through semi-structured interviews drawing on the new institutional theory assumptions. The data obtained from the participants were supplemented with a set of secondary data from many other sources. The MAXQDA program was used to analyze the data obtained. The findings revealed that the business model of Turkish Airlines has evolved over time, and this evolution can be explained by the new institutional theory assumptions.]]></description>
      <pubDate>Mon, 11 Jan 2021 17:37:19 GMT</pubDate>
      <guid>https://trid.trb.org/View/1757739</guid>
    </item>
    <item>
      <title>Steady As She Goes</title>
      <link>https://trid.trb.org/View/1760691</link>
      <description><![CDATA[This article profiles Cindy Sanborn, who was recently named as Norfolk Southern's Executive Vice President and Chief Operating Officer.  Sanborn's career in rail includes serving in operating positions at CSX for 30 years and as Union Pacific's Regional Vice President Transportation Western Region and Vice President Network Planning. The article includes an interview in which Sanborn discusses her career, her new role at Norfolk Southern (NS), her work with Hunter Harrison while at CSX, and her vision for NS and the rail industry.]]></description>
      <pubDate>Wed, 30 Dec 2020 11:53:14 GMT</pubDate>
      <guid>https://trid.trb.org/View/1760691</guid>
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