After the COVID-19 pandemic and the spectrum of new climate change disruptions in the supply chain, a holistic approach towards sustainable transportation is needed. Sustainable transportation could benefit sustainable development from different angles; reduced traffic deaths, increased share of renewable energy, higher quality of transport-related infrastructure, increased satisfaction with public transportation, increased responsible consumption and production, and reduced fossil fuel consumption. This study is an attempt to show whereon the scholars were focused previously and where the focus needs to be more on. This study has reviewed 358 case studies and categorized them into twenty groups based on the transportation mode and eleven groups based on the authors’ primary areas of concern. Keyword analysis followed by topics modeling showed three non-overlapping trends in the cohort. The results, with a corroboratory investigation on the benefits of the United States’ infrastructure bill, were discussed in four categories: in-vehicle improvements, built-environment elements, human factors, and planning and regulations.

The number of auto repossession agents throughout the United States has declined rapidly during the COVID-19 pandemic. Companies are leaving the industry due

Does constraining shareholder power turn managers into self-serving agents or committed stewards? Agency theory and stewardship theory give opposite answers. We reconcile them with a tale-of-two-effects framework that separates differences between firms from changes within a firm. We test it on a panel of the 1,500 largest U.S. firms by revenue from 2004 to 2024. We measure managers' organizational identification (OI) and analyst inquiry from earnings call transcripts with transformer-based language models. We estimate Mundlak and fixed-effects models with heteroskedasticity-based instruments. Firms with more constitutional constraints show higher average OI (the stewardship effect). However, an increase in constraints within a firm is followed by lower OI (the entrenchment effect). Positive media coverage strengthens this decline (the hubris effect), and intense analyst inquiry weakens it (the vulnerability effect). Our findings suggest that whether insulated managers act as agents or stewards depends on the stability of their insulation and the scrutiny that surrounds it. We discuss implications for boards and shareholders who debate the adoption of new governance provisions.