Organisations and the mobility transition: Enabling and hindering factors across micro, meso, and macro levels

To speed up the mobility transition, organisations can play a key role. Three intervention studies involving electric vehicles and shared bikes show which factors enable or hinder change from the perspective of employees and executives.A rapid and societally supported mobility transition in Germany requires more than technological innovation or individual behaviour change. Organisations can play a central role, as they shape employees' everyday mobility through infrastructures, incentives, and corporate sustainability strategies. This paper investigates the role of organisations in a mixed-methods study of interventions with e-cars, e-scooters, and bike sharing in three urban business parks. Data were analysed at the micro (individual), meso (organisation), and macro (sociotechnical landscape) levels. From an organisational perspective, key enabling factors include top-down management support for employee-based sustainability initiatives, the integration of mobility measures into wider sustainability strategies, psychologically safe environments for testing new technologies, and favourable macro-level framework conditions, such as equitable incentive structures and fewer bureaucratic hurdles. Key hindering factors include costs and concerns about greenwashing.