ANALYSIS OF INTER-ORGANIZATIONAL DYNAMICS IN MOBILITY AS A SERVICE NETWORKS

Sammanfattning: In transport and mobility industries, in recent years, there have been numerous innovations that have certainly had a major impact on the lives of citizens and their habits. The advent of new technologies and the importance of staying connected especially when travelling have opened the door to numerous innovations that are changing the concept of mobility inside and outside urban centers. Mobility as a Service is one such innovations, giving companies an opportunity to integrate and create a totally new, flexible and efficient mobility service. For the consumer this translates into a free choice of means or ways to travel through the use of a digital platform, all respecting his/her personal needs and preferences. This issue has aroused enormous interest especially in the Scandinavian countries, so much so that the first organizations dedicated to MaaS were born in Sweden and Finland. In collaboration with the consulting company "First to Know" based in Gothenburg, the author was able to learn more about this topic, using the company network and experience to get more in-depth information and thus to start looking for ideas and perspectives on which to base his thesis work. The analysis of Mobility as a Service fell back into its organizational scheme and how it works. Since this service is guaranteed by the collaboration between different companies, what is being created is a real network where different realities, even those not directly belonging to the mobility sphere, try to integrate to provide the end customer a new mobility experience. The importance of the dynamics, usually found in networks, has given rise to an analysis based on an understanding of them in order to know better how they affect the effective implementation of MaaS in Sweden. The end result is that there are usually dynamics that occur in MaaS networks and that are more or less recognized by the companies that are part of them. These include organisational dynamics, roles, objectives or external factors and regulations. All this leads to understand the importance of a well-defined strategy for the MaaS provider, which must be translated into a well-defined business model designed to cope with these changes and to seize opportunities by reducing risks and errors during this path.