The purpose of this research was to investigate other explanations for the success of work site trip reduction programs besides the combinations of incentives offered by organizations to their employees. Specifically, the study examined the organizational culture of individual work sites as manifested by the effect of the employee transportation coordinators (ETCs) on their work site trip reduction programs. A case study methodology adapted from the social sciences was used. Investigators attempted to disprove a null hypothesis stated as the effectiveness of work site trip reduction programs does not depend on organizational culture. Research results appear to indicate that the null hypothesis is true sometimes. This study found evidence that management support and an effective ETC are not necessary for a successful work site trip reduction program if the work site is located in an area with access to high-quality public transportation and employs lower-income staff who must choose transportation cost savings over time savings and convenience. However, management support and an effective ETC are necessary for a successful work site trip reduction program if the work site is not located in an area with access to high-quality public transportation. The goals of the study were to provide guidance to employers in ETC selection, help ETCs implement their trip reduction programs more effectively, and help transportation demand management (TDM) professionals target those work sites identified as most likely to respond positively to TDM programs.
Abstract