Summary interviewed actors 67

In this appendix, the interviews with the actors in the four organizational fields are summarized in tables per concept (organizational field, institutionalization, multiplicity and their performed strategy).

Summary ANWB Organizational field

(Sustainable) mobility sector – Electrical car and enhancement of traffic by informing traffic users;

Partnerships – Win-win situations, and information sharing. On base of small- or long-term contracts. Is connected to large organizations and likes to have more contracts with start-ups; Resources – Technology and people are their main resources; Regulatory agencies – EU regulations set by the Dutch State are mandatory, but are not influencing the way they work.

According to the theory, the organizational field will be determined by the institutionalization and multiplicity of the organization within the organizational field.

Institutionalization Taken-for-granted prescriptions – Project plans, individual goals are not always visible within sector vision/mission; Patterns of coalition – Bundle collaborations to reach certain position and proposition, use of long- and short-term contracts; Assumptions, values and appropriate behavior – Collaborations to achieve the best sustainable options and most desirable behavior according to quality regulations and laws;

Awareness – There is mixed awareness of change, so the commitment to templates-in-use is also differentiated.

When we look at the institutionalization of the ANWB within the (sustainable) mobility sector, there is a high degree of institutionalization. The theory states that prescribed formal and informal rules are followed, and there is a high process of structuration within this sector between partners.

Multiplicity Technologies – ICT or IT and its developments are the key technologies in the mobility sector. There is not so much uncertainty in the sector, but complexity is still present;

Practices – No set practices in the mobility sector, only in the organization self, where they use project plans;

Resources – People, knowledge and technology are the main resources and the sector is changing because of developments of these aspects.

There is no high variability in the technologies, practices and resources they use. They are a ‘closed’ organization and work in a certain environment.

Strategy Differentiation and cost leadership – At this moment the focus is more on cost leadership while they would like to see more differentiation in the future;

Degree of innovation and efficiency – Just like above, the focus is on efficiency (in combination with cost leadership), but they

would like to have a higher degree of innovation in the future. The strategy which is followed in this industry is focused on the cost leadership and efficiency (so a defender strategy). Thought their strategy is focused on this part, they would like to achieve more in the changing technologies and innovate.

Summary Rijkswaterstaat Organizational

field (Sustainable) mobility sector – Is part of the government and focused on mobility of ships, cars and people; Partnerships – Public-private-partnerships. On base of small- term contracts. Is connected to different kinds of organizations to provide the best solution in everybody’s vision;

Resources – Money and ICT are their main resources;

Regulatory agencies – Since they are part of the government, they have to apply to the regulations.

According to the theory, the organizational field will be determined by the institutionalization and multiplicity of the organization within the organizational field.

Institutionalization Taken-for-granted prescriptions – Project plans, but own freedom within a certain framework;

Patterns of coalition – Information sharing, municipalities and other NGO’s for better traffic and partnerships with construction parties. All is focused on short-term contracts and for information sharing a long-term contract is set up;

Assumptions, values and appropriate behavior – There is a strict appropriate behavior that should be followed;

Awareness – Different across the organization, higher level management is not committed to change, while the operational level sees reasons to change.

Institutionalization is high at Rijkswaterstaat. They have the most influence of regulatory agencies, need to collaborate and follow strict project plans.

Multiplicity Technologies – Very important in both information sharing and creating new road constructions;

Practices – There are no best practices, but stay close to their taken-for-granted rules and appropriate behaviors;

Resources – Information technology is at this moment the most important resource.

Their multiplicity is moderate. They have a lot of partnerships and use different methods, practices, resources and technologies.

Strategy Differentiation and cost leadership – Cost leadership;

Degree of innovation and efficiency – High degree of innovation with new system developments, but also efficiency.

This is focused on cost leadership, efficiency and innovation, so they focus on an analyzer strategy with a cost focus.

Summary Veilig Verkeer Nederland Organizational

field (Sustainable) mobility sector – Traffic safety enhancement by informing traffic users and lobbying at the government; Partnerships – Information sharing with all kinds of organizations including governmental institutions. Based on volunteers and sponsorships;

Resources – People and their knowledge as main resources; Regulatory agencies – Since they work together with governmental institutions they have to take regulations into account, but are not influenced by them.

According to the theory, the organizational field will be determined by the institutionalization and multiplicity of the organization within the organizational field.

Institutionalization Taken-for-granted prescriptions – Hard to see, but have routinized programs and campaigns every year;

Patterns of coalition – Collaborations with a lot of organizations to promote traffic safety through the Netherlands.

Assumptions, values and appropriate behavior – Quality standards and prescribes aspects on how to educate people; Awareness – Not committed to change since there are no radical changes in the sustainable mobility sector.

They collaborate with a large group of organizations, but still works according restricted rules and standards. Their institutionalization is not as high as the ANWB, so it is set at a moderate institutionalization.

Multiplicity Technologies – Knowledge of people and people plus the innovation of technology;

Practices – There are no best practices, but there are certain rules which have to be followed;

Resources – The people who educate the Netherlands are the most important resource in the mobility sector.

Because of their openness to other organizations, the multiplicity is moderate. They use people and IT as resources and technology, which is not diverse, but they focus on collaborations which will provide a lot of information about the sector.

Strategy Differentiation and cost leadership – They are focused on encourage people to travel safely. They try to differentiate with their campaigns, but are in the end focused on cost leadership; Degree of innovation and efficiency – Just like the strategy above, they try to create the most effective and efficient way to reach people in the Netherlands.

They do not perform a specific strategy, since they focus on the encouragement of people. This is done in several ways, so they try to differentiate, but also look at the costs. The degree of innovation is low, and they are more focused on efficiency. This concludes that they are defenders and perform cost-focus.

Summary ROVO Organizational

field (Sustainable) mobility sector – Influencing behavior of people by informing people who use the mobility sector; Partnerships – Information sharing with all kinds of organizations including governmental institutions. Based on volunteers and representatives of organizations;

Resources – People and their knowledge as main resources; Regulatory agencies – They work together with governmental institutions and have to take regulations into account, but are not influenced by them.

According to the theory, the organizational field will be determined by the institutionalization and multiplicity of the organization within the organizational field.

Institutionalization Taken-for-granted prescriptions – Hard to see, but have routinized programs and campaigns every year;

Patterns of coalition – Routinized meetings and have to follow a prescribed policy. Use products which are standardized;

Assumptions, values and appropriate behavior – All participants strive for traffic safety and education;

Awareness – Not committed to change since there are no radical changes in the sustainable mobility sector.

They collaborate with a lot of organizations, but work according to routinized meetings and standard policies. Their institutionalization can be called high.

Multiplicity Technologies – Knowledge of people and people plus the information technology to reach and educate more people; Practices – They use part of campaigns of other organizations and are committed to the province they operate in;

Resources – The educators and the volunteers are the most important resource in the mobility sector.

They do not use as many technologies as Veilig Verkeer Nederland, and are more focused on the people who are representative or volunteer. Their multiplicity is low.

Strategy Differentiation and cost leadership – They are focused on encourage people to travel safely. They try to differentiate with their campaigns, but are in the end focused on cost leadership; Degree of innovation and efficiency – Just like the strategy above, they try to create the most effective and efficient way to reach people, but have no high degree of innovation.

They try to differentiate, but are set to the standards of other campaigns. They lead a cost leadership and are more focused on efficiency (defender strategy).

Summary BOVAG Organizational

field (Sustainable) mobility sector – Stimulate sustainable mobility; Partnerships – Quality brand and controls. On base of contracts. Together with entrepreneurs improving sustainable mobility; Resources – Information technology and its developments; Regulatory agencies – Lobbies at EU and EU regulations are mandatory, but only partly influence their quality standards. According to the theory, the organizational field will be determined by the institutionalization and multiplicity of the organization within the organizational field.

Institutionalization Taken-for-granted prescriptions – Routinized quality controls and plans. They focus on the individual level;

Patterns of coalition – The high brand quality and the controls are the bundling factors between all partners and customers; Assumptions, values and appropriate behavior – There are certain (quality) standards which should be followed, and is considered appropriate in the mobility sector;

Awareness – No commitment to change. They will not much influenced by incremental changes in the sector.

There are a lot of standardized quality controls and plans which should be followed to obtain an appropriate behavior. They work together with selected partners and see no commitment to change within the mobility sector. So we can conclude that the degree of institutionalization is high.

Multiplicity Technologies – IT and the knowledge that provide innovations; Practices – BOVAG set up their own standards and practices; Resources – People, their knowledge and IT are the most important resources to improve efficiency and effectiveness. They use different kinds of technologies, practices and resources. When we have to focus more on the multiplicity, we see that some of the used practices are prescribed and standardized, so multiplicity is lower to moderate.

Strategy Differentiation and cost leadership – Both, but more focus on cost leadership since they want the highest profit margin; Degree of innovation and efficiency – High efficiency and low degree of innovation.

They focus on both differentiation in the products they sell as cost leadership to obtain the most profit. Their degree of innovation is low, but their efficiency is high. We can conclude that they have an analyzer and cost-focus strategy.