Residential On-Site Carsharing and Off-Street Parking Policy in the San Francisco Bay Area, Research Report 11-28

In light of rising motorization, transportation planners have increasingly supported alternatives to the indiscriminate use of the car. Off-street parking policy and carsharing have emerged as credible alternatives for discouraging car ownership. This report explores an initiative that could connect these policy fields and build on their synergy: the provision of on-site carsharing service in residential developments. It evaluates the performance of on-site carsharing programs in the San Francisco Bay Area by interviewing developers, planners, and carsharing service providers. Interviews were conducted in four Bay Area cities that support the provision of carsharing as an alternative to the private automobile. Based on these interviews, this report identifies the principal factors contributing to the success or failure of on-site carsharing: the unbundling status of off-street parking in residential developments; ties to off-street parking standards; financial constraints; and the level of coordination among stakeholders. The interviews revealed that on-site carsharing has been accepted by developers, planners, and service providers, particularly in densely-populated, transit-rich communities. Nevertheless, there appears to be a gap between on-site carsharing programs and off-street parking standards, and between carsharing programs and carsharing business operations. The authors recommend that a few models for establishing carsharing policy be tested: a model designed to serve high-density cities with traditional carsharing; and another designed to serve moderately-dense communities, with new carsharing options (e.g., peer-to-peer). In the case of the latter, trip reduction can be achieved through the promotion of alternative modes along major corridors

The culture of UK employee-owned worker cooperatives

Purpose – This paper presents exploratory, empirical data from a three-year study of organizational culture in for-profit, employee-owned businesses within the UK, comparing ownership types (direct, trust, and cooperative). It outlines the study and then focuses on worker cooperatives. Culture is illuminated through the lens of performance and reward management. Design/methodology/approach – Qualitative data was gathered from three worker cooperatives based in the North of England, using semi-structured interviews, participant observation, and document review and was compared to qualitative data collected from other types of employee-owned businesses. Findings – The findings suggest a distinct culture within worker cooperatives encompassing five key values: a whole life perspective, consistently shared values, self-ownership, self-control, and secure employment. Research limitations/implications – Additional time with each cooperative and a greater spread of cooperatives would be beneficial. The research was carried out during a period of organizational growth for the case organizations, which may influence attitudes to reward and retention management. Practical implications – The results inform recruitment and retention policy and practice within worker cooperatives and highlight concerns regarding the stresses of being a self-owner. These are important considerations for potential worker co-operatives alongside policy recommendations to advance employee ownership. Originality/value – A comparative analysis of culture, performance, and rewards across different employee ownership types has not been undertaken before. This addresses an under-researched area of employee ownership regarding HR practices. Within the UK, recent research on the culture(s) of worker cooperatives is limited

Getting Around When You’re Just Getting By: The Travel Behavior and Transportation Expenditures of Low-Income Adults, MTI Report 10-02

How much do people with limited resources pay for cars, public transit, and other means of travel? How does their transportation behavior change during periods of falling employment and rising fuel prices? This research uses in-depth interviews with 73 adults to examine how rising transportation costs impact low-income families. The interviews examine four general areas of interest: travel behavior and transportation spending patterns; the costs and benefits of alternative modes of travel; cost management strategies; and opinions about the effect of changing transportation prices on travel behavior. Key findings include: Most low-income household are concerned about their transportation costs. Low-income individuals actively and strategically manage their household resources in order to survive on very limited means and to respond to changes in income or transportation costs. In making mode-choice decisions, low-income travelers—like higher-income travelers—carefully evaluate the costs of travel (time and out-of-pocket expenses) against the benefits of each of the modes. Some low-income individuals in our sample were willing to endure higher transportation expenditures—such as the costs of auto ownership or congestion tolls—if they believed that they currently benefit or would potentially benefit from these increased expenses. Although low-income households find ways to cover their transportation expenditures, many of these strategies had negative effects on households. The report concludes with recommendations on how to increase transportation affordability, minimize the impact that new transportation taxes or fees have on low-income people, and develop new research and data collection to support the previous two efforts

Leadership and innovation lessons from professional services firms

This paper compares and contrasts higher education with professional services firms. It considers what (if anything) leaders in higher education may gain from reflecting on how other sectors are evolving and the extent to which lessons can be learned by looking outwards. We structure the paper by outlining the world of PSFs, its many manifestations and some of the current challenges in Section 2. We then move on to compare and interpret one particular leadership framework we developed to understand PSFs, and use this to identify some potential questions for higher education leaders. Finally, we conclude by exploring how, in the light of some of the current drivers of change, our view of the higher education sector may evolve as a new ‘eco-system’ emerges

In There or Up Front? : An Introduction to Bottom-Line Human Resource Management

This essay explains to managers and academics a new approach to human resource management, what I call “Bottom-Line Human Resource Management.” Bottom-line human resource management starts by positing clear organizational goals, and in this way differs from strategic human resource management, which starts with analysis of the organization’s human resource strategy. Organizational goals are easily classified; managers cannot manage well unless they know which class of organization they are working in. Not all decisions have right and wrong answers but some do. Managers will earn a seat at the table if they are able to make correct decisions in these cases and to ask correct questions the rest of the time. By embracing their organization’s goals, using sound decision criteria, and conveying their decisions in jargon-free English, managers will be valued partners

Managing Growth: Best Practices of Family-Owned Businesses

Family-owned businesses represent the majority of business in the United States. As consumers and employees, we are compelled to their sense of trustworthiness that all too often disappears in the business world. Our economy depends on the success of family-owned businesses, but only one third of these organizations successfully transition to the second generation and only one in ten survive to the third generation. While a series of best practices attempt to prescribe solutions their challenges, these practices fail to account for the various types of family-owned businesses. More specifically, many types of family-owned businesses exist as evident by specific transitions in terms of ownership, family and business. Therefore, the study of best practices in family firms must consider the timing of implementation. This study analyzes three family-owned businesses that successfully transitioned from start-up businesses owned by a single controlling owner ready to give up control to an expanding business owned by a sibling partnership with young children. From this analysis of a specific type of family-owned business, six common practices emerged