Abstract

Shared mobility or mobility in the sharing economy is characterised by the sharing of a vehicle instead of ownership, and the use of technology to connect users and providers. Based on a literature review, the following four emerging models are identified: (1) peer to peer provision with a company as a broker, providing a platform where individuals can rent their cars when not in use; (2) short term rental of vehicles managed and owned by a provider; (3) companies that own no cars themselves but sign up ordinary car owners as drivers; and (4) on demand private cars, vans, or buses, and other vehicles, such as big taxis, shared by passengers going in the same direction. The first three models can yield profits to private parties, but they do not seem to have potential to reduce congestion and CO2 emissions substantially. The fourth model, which entails individuals not only sharing a vehicle, but actually travelling together at the same time, is promising in terms of congestion and CO2 emissions reductions. It is also the least attractive to individuals, given the disbenefits in terms of waiting time, travel time, comfort, and convenience, in comparison with the private car. Potential incentives to encourage shared mobility are also discussed, and research needs are outlined. Document type: Article

Abstract

The history of Uber’s interaction with local and national governments is surveyed to provide a case study for the wider issue of the governance of private-sector involvement, technological innovation and disruption in the mobility sector. Uber’s tenacious and highly competitive approach to building markets is identified as a significant challenge to authorities and the limited power they have over Uber (beyond simply refusing access) is acknowledged. Uber’s entry into the delivery of statutory services is identified as a particularly striking development. The case of Uber provides useful insights concerning technological innovation and disruption, but more important is the company’s business model. The analysis enables some findings concerning how authorities can prepare for the “next” Uber: these include working on preparedness (by conducting futures work, for example); on standing arrangements (such as insisting on an open data model); and on responding to the entry of a challenging provider or service, through the use of experimental legislation. Document type: Article