Cities, The Sharing Economy and What's Next

This report seeks to provide an analysis of what is currently happening in American cities so that city leaders may better understand, encourage and regulate the growing sharing economy. Interviews were conducted with city officials on the impact of the sharing economy and related topics, and the report centers around five key themes: innovation, economic development, equity, safety and implementation.The sharing economy is also commonly referred to as collaborative consumption, the collaborative economy, or the peer-to-peer economy. This term refers to business models that enable providers and consumers to share resources and services, from housing to vehicles and more. These business models typically take the form of an online and/or application-based platform for business transactions

Cockpit data management

This study is a continuation of an FAA effort to alleviate the growing problems of assimilating and managing the flow of data and flight related information in the air transport flight deck. The nature and extent of known pilot interface problems arising from new NAS data management programs were determined by a comparative timeline analysis of crew tasking requirements. A baseline of crew tasking requirements was established for conventional and advanced flight decks operating in the current NAS environment and then compared to the requirements for operation in a future NAS environment emphasizing Mode-S data link and TCAS. Results showed that a CDU-based pilot interface for Mode-S data link substantially increased crew visual activity as compared to the baseline. It was concluded that alternative means of crew interface should be available during high visual workload phases of flight. Results for TCAS implementation showed substantial visual and motor tasking increases, and that there was little available time between crew tasks during a TCAS encounter. It was concluded that additional research should be undertaken to address issues of ATC coordination and the relative benefit of high workload TCAS features

Risky business: when a CRM vendor masqueraded as an ERP specialist

Taking a social shaping perspective we unpack the development trajectory of a packaged software product to show, that contrary to mainstream accounts, design is not completely specified a-priori and that the process continues throughout implementation, and use. We show how developers, in this case third party vendors, can continue to engage in shaping packages during implementation and also how users contribute to the development effort. In particular, we illustrate how a customer relationship management package application targeted at a particular organisational function was configured to make an enterprise wide system and the key role of the vendor in this effort. To do this we refer to a 3- year qualitative field study of an expanding United Kingdom based consultancy company undergoing extreme ICT related change. This empirical research is used to explore an often ignored phenomenon, that of the role of vendors in appropriating ICTs and the potential risks they bring. Through this, we highlight the plight and responsibilities of low-level organisational actors in this process in cognisance of the fact they usually have a minor role in ICT selection but become a major player in dealing with vendors at the implementation stage when the devil is truly in the detail. The risks we identify relate to: vendor sales pitches of products as specifically related to their capabilities and the products they put forward; the calling upon of organisational resources by vendors; vendor knowledge of the application are and the actual ‘social’, ‘technical’ and ‘organisational’ capabilities of vendors to deliver a working product. We also point to the risks managers in vendor and consumer organisations create by placing their staff in difficult conditions within appropriation processes. The implications of our work centre on the need for further research related to: vendor/developer risks of packaged software, custom and open source projects; notions of professionalism and ethics in the software industry and project working conditions

Advanced flight deck/crew station simulator functional requirements

This report documents a study of flight deck/crew system research facility requirements for investigating issues involved with developing systems, and procedures for interfacing transport aircraft with air traffic control systems planned for 1985 to 2000. Crew system needs of NASA, the U.S. Air Force, and industry were investigated and reported. A matrix of these is included, as are recommended functional requirements and design criteria for simulation facilities in which to conduct this research. Methods of exploiting the commonality and similarity in facilities are identified, and plans for exploiting this in order to reduce implementation costs and allow efficient transfer of experiments from one facility to another are presented

Dynamic pricing or not?:pricing models of Finnish taxi dispatch centers under the act on transport services

Abstract. In 1.7.2018, Finnish government liberalized Finnish taxi markets to create possibilities to introduce new technology, digitalization and new business models into transport sector. Also allowing usage of dynamic pricing in Finnish taxi markets was specifically mentioned. Before the Act on Transport Services came into effect, Finnish regulations specified maximum limits for fares, taxi licenses and operational area where dispatch centers were allowed to operate. In this study, I will look into how pricing models have evolved after the Act on Transport Services came into effect by collecting data from internet and conducting interviews to understand purposes of the changes more in-depth. Also, I looked into how pricing models have become more dynamic compared to old pricing model, and how dynamic pricing is described in literature. Lastly, I combined list of different aspects that affect to implementation of dynamic pricing. Currently, none of the Finnish dispatch centers have implemented similar dynamic pricing based on demand and supply in real-time as what Uber uses. But based on results, Finnish dispatch center’s pricing models have evolved to be more dynamic even though Finnish dispatch center’s do not consider them to be dynamic. Also, there are obstacles related to willingness, technology and regulations why Finnish dispatch centers do not consider dynamic pricing similar to what Uber uses to be currently possible to implement