Abstract
Car sharing, car clubs and short-term rentals could support the transition toward net zero but their success depends on them being financially sustainable for service providers and attractive to end users. Dynamic pricing could support this by incentivizing users while balancing supply and demand. We describe the usage of a round trip car sharing fleet by a continuous time Markov chain model, which reduces to a multi-server queuing model where hire duration is assumed independent of the hourly rental price. We present analytical and simulation optimization models that allow the development of dynamic pricing strategies for round trip car sharing systems; in particular identifying the optimal hourly rental price. The analytical tractability of the queuing model enables fast optimization to maximize expected hourly revenue for either a single fare system or a system where the fare depends on the number of cars on hire, while accounting for stochasticity in customer arrival times and durations of hire. Simulation optimization is used to optimize prices where the fare depends on the time of day or hire duration depends on price. We present optimal prices for a given customer population and show how the expected revenue and car availability depend on the customer arrival rate, willingness-to-pay distribution, dependence of the hire duration on price, and size of the customer population. The results provide optimal strategies for pricing of car sharing and inform strategic managerial decisions such as whether to use time- or state-dependent pricing and optimizing the fleet size. © 2025 The Authors

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Scientific research in digital transformation is expanding in scope, quantity, and relevance, bringing forth diverse perspectives on which factors and specific dimensions-such as organizational structure, culture, and technological readiness-affect the success of digital transformation initiatives. Numerous studies have proposed mechanisms to assess an organization's maturity through digital transformation across various models. Some of these models focus on external influences, others on internal factors, or both. Although these assessments provide valuable insights into a company's transformation state, they often lack consistency, and recent research highlights key gaps. Specifically, many models primarily reflect the views of senior management on the general progress of digital transformation rather than on measurable outcomes. Moreover, these models tend to target large enterprises, overlooking small and medium enterprises (SMEs), which are crucial to economic growth yet face unique challenges, such as limited resources and expertise. Our study addresses these gaps by concentrating on SMEs and introducing a novel approach to assessing digital transformation readiness-a metric that reflects how prepared an organization is to optimize transformation outcomes. Following design science research methodology, we develop a model that centers on the perspectives of general employees, offering companies an in-depth view of their readiness across 20 dimensions. Each dimension is evaluated through behaviors indicative of the highest level of digital transformation readiness, helping companies identify areas to maximize potential benefits. Our model focuses not on technological quality but on the degree to which behaviors essential for leveraging technology and innovative business models are integrated within the organization.

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PurposeThis paper aims to identify the critical success factors (CSFs) for managing remote project teams (RPT) within project environments. In other words, it focuses on identifying the crucial elements for the success of projects executed by RPT.Design/methodology/approachAn exploratory mixed-method was used combining a case study approach with the application of surveys. Document analysis and direct observation were also applied. The analyzed company is a well-known project-based company acting in the coffee industry and is justified due to its multilocation and multicultural perspectives.FindingsThrough an initial literature review, 93 CSFs were identified and then organized into 7 categories. The subsequent phase involved the relevance evaluation of the identified CSFs through surveys conducted in an international company. The first results analysis identified 20 CSFs. A deeper analysis identified the most relevant factors for each category (Project Managers, 33 factors; Team Leaders, 15; and Team Members, 29). Combining these results, 11 CSFs were identified.Originality/valueWith the trend of remote work that is being kept after the pandemic, this study contributes to identify the most relevant issues that must be taken into account in managing remote teams. By identifying those issues, or CSFs, managers and team members might focus on the most relevant factors.