<rss version="2.0" xmlns:atom="https://www.w3.org/2005/Atom">
  <channel>
    <title>Transport Research International Documentation (TRID)</title>
    <link>https://trid.trb.org/</link>
    <atom:link href="https://trid.trb.org/Record/RSS?s=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" rel="self" type="application/rss+xml" />
    <description></description>
    <language>en-us</language>
    <copyright>Copyright © 2026. National Academy of Sciences. All rights reserved.</copyright>
    <docs>http://blogs.law.harvard.edu/tech/rss</docs>
    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
    <webMaster>tris-trb@nas.edu (Bill McLeod)</webMaster>
    <image>
      <title>Transport Research International Documentation (TRID)</title>
      <url>https://trid.trb.org/Images/PageHeader-wTitle.jpg</url>
      <link>https://trid.trb.org/</link>
    </image>
    <item>
      <title>The impact of top managers with diverse backgrounds on the operational efficiency of Chinese state-owned toll road companies</title>
      <link>https://trid.trb.org/View/2668547</link>
      <description><![CDATA[This study investigates whether and how top managers with diverse backgrounds influence the operational efficiency of Chinese state-owned toll road companies (CSTRCs). Using panel data from CSTRCs between 2011 and 2021, we examine the impact of top managers' diverse background characteristics on operational efficiency, and focus on the moderating role of external supervisory environments. The results indicate that top managers with diverse backgrounds significantly improve operational efficiency, particularly for companies in western China. Further mechanism analysis reveals that local government supervision strengthens the positive effect, and that this moderating role is further enhanced when public supervision is present. Our findings offer new insights into the endogenous drivers of operational efficiency and provide practical implications for promoting efficiency improvements in state-owned companies.]]></description>
      <pubDate>Tue, 26 May 2026 09:40:59 GMT</pubDate>
      <guid>https://trid.trb.org/View/2668547</guid>
    </item>
    <item>
      <title>Tracking Implementation Results in State Transportation Agencies</title>
      <link>https://trid.trb.org/View/2617975</link>
      <description><![CDATA[This report gathers the results of an e-mail survey and follow-up interviews on research results implementation tracking at state transportation agencies. The majority of the 26 participants identified his or her agency as either focused entirely on funding research studies that lead to implementation, or as agencies that fund a variety of research project types and focus on implementation for select projects only. Half of the participants reported using an implementation tracking system, and of those participants, most reported his or her tracking system to be underused or outdated. Other notable findings included that most participants reported that only about 20 percent of the studies funded through his or her agency’s research division is policy-specific research; most participants reported that the best research results champions are from the management level and possess both technical and communication expertise; and motivation and time were the two largest roadblocks to successful research results implementation championship. Results are presented and discussed within the context of transportation research results implementation literature, and recommendations are provided for each core category of interview responses. Two implementation planning initiatives were undertaken at the Illinois Department of Transportation following the completion of the study and are detailed in this report.]]></description>
      <pubDate>Tue, 23 Dec 2025 08:59:44 GMT</pubDate>
      <guid>https://trid.trb.org/View/2617975</guid>
    </item>
    <item>
      <title>A comprehensive review of competency models for 3PL operations managers: Bibliometric and systematic analysis</title>
      <link>https://trid.trb.org/View/2628311</link>
      <description><![CDATA[The growing complexity of logistics and supply chain management, particularly in third-party logistics (3PL) providers, highlights the need for effective competency models tailored to evolving operational demands. Current frameworks often lack the technical depth and global applicability required for this context.This study combines a bibliometric analysis and a systematic literature review of publications from 1995 to 2024 to assess existing competency frameworks in the logistics sector. Key themes such as digitalization, sustainability, performance, and strategic management were identified. The review specifically focused on the role of logistics operations managers in 3PL environments.The analysis highlighted the importance of continuous learning and digital competencies such as IoT, AI, and big data analytics for logistics professionals. However, most existing competency models overlook the specific requirements and practical realities of 3PL operations managers. This gap underscores the need for more context-sensitive and field-oriented frameworks in logistics competency research.In response, this study proposes an integrative, multidimensional competency framework of 3 PL operations manager combining technical, managerial, transversal and linguistics competencies. Designed to be scalable and aligned with global logistics standards, the model provides a robust foundation for competency-based human capital strategies in 3PL and global supply chains.]]></description>
      <pubDate>Tue, 02 Dec 2025 09:58:28 GMT</pubDate>
      <guid>https://trid.trb.org/View/2628311</guid>
    </item>
    <item>
      <title>Year 2 Administrative Support
</title>
      <link>https://trid.trb.org/View/2628220</link>
      <description><![CDATA[No abstract provided.]]></description>
      <pubDate>Fri, 21 Nov 2025 14:29:02 GMT</pubDate>
      <guid>https://trid.trb.org/View/2628220</guid>
    </item>
    <item>
      <title>Women in Logistics, Transport and Commodity Sector: Gender Equality, Recent Trends and Key Challenges</title>
      <link>https://trid.trb.org/View/2579048</link>
      <description><![CDATA[This book explores the fundamental human right of gender equality as a cornerstone for a peaceful, affluent, and sustainable world. Members of the Asia Pacific Economic Cooperation (APEC) and other countries have formulated strategies to increase the participation of women in business and leadership roles, highlighting its significance. Women currently hold 29% of senior or managerial positions, as noted in Catalyst (2019). Despite this progress, women's participation in logistics and transport remains low due to factors like "low expectations, limited access to critical skills, and inadequate advancement," especially in aviation, maritime, and rail sectors. The book offers a comprehensive review and empirical study of women's capacity building, talent management, and leadership in logistics, transportation, and commodity sectors, including palm oil, gold, and copper. It covers female empowerment, leadership values, and challenges faced during crises such as COVID-19, wars, and natural disasters. With international case studies, this book is a vital resource for students, scholars, and practitioners in logistics and transport. It aims to benefit advanced undergraduates, postgraduates, managers, and decision-makers worldwide.]]></description>
      <pubDate>Wed, 17 Sep 2025 10:55:41 GMT</pubDate>
      <guid>https://trid.trb.org/View/2579048</guid>
    </item>
    <item>
      <title>Tariff barriers and operational efficiency: the mitigative role of top management team supply chain management experience and potential domestic supply base</title>
      <link>https://trid.trb.org/View/2562690</link>
      <description><![CDATA[Policymakers have portrayed the tariff rate on imports as an enabler for domestic firms to exploit opportunities and improve performance. However, a large tariff increase (LTI) may hinder domestic firms’ access to affordable operational inputs from overseas, potentially reducing their operational efficiency (OE). This study treats 52 LTIs imposed by the United States (U.S.) between 1990 and 2020 as exogenous shocks and employs a quasi-natural experiment to assess their impact on 258 U.S. domestic firms. Specifically, the authors examine the impact of LTI through the lens of downside risk and upside opportunity, measuring it in terms of the downside loss and upside gain in OE. The results indicate that LTI has adverse effects in both respects: it increases the downside loss and decreases the upside gain of OE. LTI has a more pronounced negative impact on the upside gain than on the downside loss of OE, indicating that it more severely limits domestic firms’ ability to exploit opportunities. They also find that the availability of a potential domestic supply base and the top management team’s supply chain management experience mitigate the negative effects of LTI on both the downside loss and upside gain of OE. This study reveals the holistic effects of LTI on OE and identifies mitigating factors from an operations and supply chain management perspective.]]></description>
      <pubDate>Thu, 26 Jun 2025 16:12:27 GMT</pubDate>
      <guid>https://trid.trb.org/View/2562690</guid>
    </item>
    <item>
      <title>Investigating students' intention to utilize an e-learning platform in an aviation institution during the COVID-19 pandemic</title>
      <link>https://trid.trb.org/View/2488066</link>
      <description><![CDATA[Aviation College is a higher education institution that shifted to e-Learning as the education platform during the COVID-19 Pandemic. This shift has posed challenges, especially in developing countries like the Philippines. This study aims to evaluate students' intentions toward using an e-learning platform at a collegiate aviation institution during the pandemic by employing an integrated extended Technology Acceptance Model (TAM) and Seddon's Information System (IS) Success Model. The study involved 503 college students who completed an online questionnaire with 48 items representing 12 constructs. Structural Equation Modeling (SEM) was utilized to analyze the relationships between variables under extended TAM and IS Success Model. The findings revealed that attitude toward use had the strongest influence on behavioral intention, followed by perceived playfulness. Learning outcomes significantly impacted perceived usefulness, along with information quality, perceived ease of use, and system quality. Additionally, learning outcomes had the greatest effect on user satisfaction, followed by perceived usefulness, information quality, and system quality. Perceived usefulness had a more substantial impact on attitude toward use than perceived ease of use. Regarding perceived ease of use, system quality was the most influential factor, followed by computer self-efficacy and course design. The proposed framework enhances understanding of the relationship between technology adoption theory and the IS success model. The study's findings can help policymakers, software developers, and educators improve the e-learning process and maintain the quality of education.]]></description>
      <pubDate>Sat, 11 Jan 2025 17:06:47 GMT</pubDate>
      <guid>https://trid.trb.org/View/2488066</guid>
    </item>
    <item>
      <title>SPR-4900:  Attracting and Retaining the Transportation Workforce and At-Risk Targeted Areas</title>
      <link>https://trid.trb.org/View/2434107</link>
      <description><![CDATA[Attracting and retaining a skilled workforce at Departments of Transportation (DOTs) poses significant challenges. Public sector agencies often struggle to retain mid-level supervisors and managers, who are critical due to their experience and leadership roles. This project takes a broader, more strategic approach to addressing workforce challenges such as retention, diversity, and skill gaps. Beyond just training, this project will enhance workforce retention through professional development, promote diversity to better reflect community demographics, and identify critical skills needed for emerging technologies.]]></description>
      <pubDate>Wed, 25 Sep 2024 09:34:11 GMT</pubDate>
      <guid>https://trid.trb.org/View/2434107</guid>
    </item>
    <item>
      <title>Improvement Project Contingency Planning</title>
      <link>https://trid.trb.org/View/1782610</link>
      <description><![CDATA[The framework for environmentally conscious manufacturing in industry is the life cycle assessment structure developed by the Society of Environmental Toxicology and Chemistry and incorporated into ISO 14000 Environmental Management Systems. Plant managers subject to this standard have the responsibility for environmental improvement projects. Often, applying these projects creates significant risks, particularly if the project is unsuccessful or requires a new technology that has not been widely applied. Plant managers are inherently risk averse. Thus plant managers need to know not only how a project will succeed but also what could happen if the project fails or results in a state different than intended. Based on that knowledge, plants managers prepare contingency plans. This paper illustrates a method by which the optimum plan and all possible contingency plans can be selected based upon minimizing project cost while maximizing project success to arrive at an improvement goal.]]></description>
      <pubDate>Tue, 18 Jun 2024 11:49:15 GMT</pubDate>
      <guid>https://trid.trb.org/View/1782610</guid>
    </item>
    <item>
      <title>Examining the direct and indirect effects of perceived usefulness and perceived resistance on managerial productivity in the Malaysian ship and maritime industry</title>
      <link>https://trid.trb.org/View/2384803</link>
      <description><![CDATA[Terminal operators, haulers, shipping agents, port authorities, the marine department, and the customs department all use real-time systems and the internet to run their businesses. But after a few years of using this technology, there are some problems, like managers who do not do their jobs well, which hurts the image of organisations that use this technology. Moreover, sales and returns on investment in technology are not worth it. Hence, the article examines potential factors that contribute to the success of using technology. For instance, the current study will examine the direct and indirect effects of perceived usefulness and perceived resistance on managerial productivity in the Malaysian ship and maritime industry. Based on 357 responses, the current study indicates that task technology fit affects perceived usefulness. Following that, as managers recognise the utility of technology, they will employ it to enhance their managerial productivity. In comparison, when a technology task is not fit for purpose, it affects perceived resistance, technology resistance, and finally, manager productivity. This is likely the first study to examine technology's beneficial and detrimental effects on managerial productivity. The findings shed light on how Malaysian ship and maritime players operate.]]></description>
      <pubDate>Thu, 30 May 2024 13:59:44 GMT</pubDate>
      <guid>https://trid.trb.org/View/2384803</guid>
    </item>
    <item>
      <title>Synthesis of Information Related to Highway Practices. Topic 56-22. Practices for Recruiting and Retaining Engineers, Project Managers, and Key Leadership Positions





</title>
      <link>https://trid.trb.org/View/2384689</link>
      <description><![CDATA[State DOTs are facing a significant challenge in recruiting and retaining sufficient numbers of engineers, project managers, and staff for other key leadership positions. DOTs are battling a hyper-competitive employment environment, increased retirements, and fewer civil engineering graduates - resulting in DOT challenges to attract and maintain a qualified workforce serving the public.

Some limitations affecting recruitment and retention efforts include: (1) set salary schedules and restrictions; (2) lack of incentives and employee recognition; (3) Professional Engineering (PE) licensing requirements hindering advancement opportunities; (4) lack of structured training plans and cross-training for career development; and (5) outdated hiring and recruitment processes.

Opportunities for recruiting and retention: (1) updated recruiting strategies, using technology platforms, and outreach using social media; (2) appreciation and understanding of generational differences for recruitment; (3) marketing and branding of DOT careers by highlighting work culture/service/greater good/purpose; (4) work-life balance and workplace flexibility, including teleworking; (5) longevity employment contract compensation, including written documentation; and (6) increased use of technology advancements, digital approaches, and incorporation of AI in accomplishing the mission of state DOTs.

The objective of this synthesis is to document state DOT practices for recruiting and retaining engineers, project managers, and staff for other key leadership positions.

Information for recruiting and retaining engineers, project managers, and staff for other key leadership positions to be gathered includes (but is not limited to): (1) strategies for expanding the existing pool of eligible staff to fill positions internally; (2) identify limitations; including those listed above; (3) identify opportunities, including those listed above; (4) 
written state DOT policies, programs, and practices; (5) approaches for making state DOTs attractive to younger professionals; and (6) measures of success for these efforts, including key performance indicators.

Information will be gathered through a literature review, a survey of state DOTs, and follow-up interviews with selected DOTs for the development of case examples.
Information gaps and suggestions for research to address those gaps will be identified.]]></description>
      <pubDate>Tue, 28 May 2024 16:32:40 GMT</pubDate>
      <guid>https://trid.trb.org/View/2384689</guid>
    </item>
    <item>
      <title>Exploring the Design-Integration Manager’s Role on Design-Build Projects: A Comparison of the Building Construction, Highway, and Industrial Market Sectors</title>
      <link>https://trid.trb.org/View/2353091</link>
      <description><![CDATA[There are differences in implementing a design-build approach across the building construction, highway, and industrial sectors. These differences affect many aspects of a project, including the role of the design-integration manager. A design-integration manager is an employee of the designer-builder who serves as a bridge between design lead and construction manager. The role of a design-integration manager was explored through virtual research charrettes, surveys, and one-on-one interviews. Participants in these activities included academics and subject matter experts (SMEs) from industry with sector-specific knowledge on design-build. From the qualitative data collected, unique characteristics of the industrial and highway sectors were identified that differentiate their projects from projects in the building construction sector. The results show that the complexity of highway and industrial projects differs from building construction due to different factors such as project scope and size, construction phasing, and public involvement for highway projects. For industrial projects, facility design is dependent on process design, uncertainty in design persists longer, and time to market is extremely important. The results of this study show how the practice of design management in design-build will need to change to accommodate the differences between market sectors.]]></description>
      <pubDate>Mon, 20 May 2024 14:02:20 GMT</pubDate>
      <guid>https://trid.trb.org/View/2353091</guid>
    </item>
    <item>
      <title>The Expertise Management Framework for Railroad Safety Leadership</title>
      <link>https://trid.trb.org/View/2366947</link>
      <description><![CDATA[Due to shifting demographics and an aging employee population, certain rail safety leadership skills, including both technical and non-technical skills, are at risk of disappearing. The sheer volume of railroad workforce turnover suggests that neither succession-planning nor workforce-promotion programs alone will adequately mitigate seniority knowledge loss. Recognizing this risk, the Federal Railroad Administration (FRA) Office of Research, Development, and Technology’s Human Factors Division sponsored TrueSafety Evaluation and Perigean Technologies to develop an Expertise Management (EM) framework for identifying, capturing, and transferring critical areas of expertise for safety leadership positions. The EM Framework is a set of processes and methods for managing expertise–from identifying where expertise is centered, to methods for helping experts articulate what they know, to approaches for engaging other professionals to accelerate their own proficient performance. The EM Framework uses Cognitive Task Analysis (CTA), which previous FRA-sponsored initiatives have found valuable in eliciting expertise. CTA comprises three phases: 1) Identify refers to approaches for identifying expertise on which to focus the subsequent activities; 2) Articulate focuses on knowledge capture activities, especially CTA conducted by experienced knowledge elicitors working one-on-one with identified experts; and 3) Engage covers activities that are intended to facilitate the acceleration of expertise in others, including sharing articulated expertise through representations and learning exercises. Beyond just methods and processes, the EM Framework also incorporates experience as guidance for the application of each of these elements in an organization. Knowledge managers, trainers, workforce development professionals, and anyone concerned about the loss of expertise in the railroad industry may use the EM Framework. This project builds on previous FRA-sponsored CTA initiatives and methods by applying the EM Framework to safety critical railroad operations and strengthening organizational touchpoints with the rail industry.]]></description>
      <pubDate>Mon, 29 Apr 2024 18:30:38 GMT</pubDate>
      <guid>https://trid.trb.org/View/2366947</guid>
    </item>
    <item>
      <title>Managing regretful newsvendors and supply chain performance through target-setting</title>
      <link>https://trid.trb.org/View/2343415</link>
      <description><![CDATA[The equilibrium order quantity of the regretful newsvendors generally presents the pull-to-center effect, leading to lower profits. This study finds that a target-setting approach which serves as a pervasive mechanism adopted by the manager can effectively counteract this bias. Rich literature finds that the regret bias makes newsvendors worse in practice; however, there is a lack of efficient and costless approaches to solving this issue. This study combines the target-setting with the regret model by considering reference dependence and loss aversion to characterize newsvendors’ utility under target-setting. The two effects are proven to interact with each other and jointly decide whether it turns out to be overordering or underordering. Interestingly, a high profit-margin target or a strong loss aversion may result in an effect opposite to the pull-to-center effect. Excluding selling high-margin products with a stronger aversion to leftover regret, the manager can motivate regretful newsvendors to select the profit-maximizing order quantity through target-setting. The authors extend their study to the selling-to-newsvendor setting and further verify that newsvendors’ regret bias may benefit the supply chain and can be exploited by the supplier. Significantly, target-setting may even help achieve supply chain coordination under a simple wholesale price. This study provides instructions for managers to avoid firms’ profit loss and achieve the maximum channel profit.]]></description>
      <pubDate>Tue, 27 Feb 2024 16:38:58 GMT</pubDate>
      <guid>https://trid.trb.org/View/2343415</guid>
    </item>
    <item>
      <title>Marine and Technical Superintendent Training Programs: A New Step for Marine Engineering, and Maritime Transportation and Management Engineers</title>
      <link>https://trid.trb.org/View/2315145</link>
      <description><![CDATA[In pursuit of elevating the standards of technical management within the maritime industry, UCTEA, the Chamber of Turkish Marine Engineers (GEMIMO), has instituted the 'Marine and Technical Superintendent Training Programs'. This document provides an overview of these programs, their objectives, content, and significance within the maritime sector.]]></description>
      <pubDate>Thu, 18 Jan 2024 11:37:27 GMT</pubDate>
      <guid>https://trid.trb.org/View/2315145</guid>
    </item>
  </channel>
</rss>