| dc.description.abstract | Shared Autonomous Electric Vehicles (SAEVs) have the potential to solve numerous problems we face in
modern day transportation. Examples are, pollution, car accidents, time waste and congestions. The
Netherlands is considered a leading country regarding autonomous vehicle readiness, which makes it
interesting to explore what is still in the way of making SAEVs a significant part of future mobility in this
country. Research shows that the Netherlands lack social acceptance, which is crucial for diffusion of a
new technology. In order to establish social acceptance a technology has to accumulate legitimacy.
Therefore, the aim of this thesis is to find out what challenges and strategies are for automotive
companies to establish legitimacy for SAEVs in the Netherlands. In the context of SAEVs this thesis
examines different categories of legitimacy, challenges and strategies. In order to find meaningful answers
to the research question a qualitative research was conducted and a purposive sampling method was
used, focusing on all automotive companies operating in the Netherlands involved in SAEVs. In total 30
automotive companies where contacted and eventually four were interviewed. This was complemented
by conducting two interviews with field experts. In total six qualitative interviews were conducted. I
learned that societies uncertainty concerning the safety of autonomous vehicles is a big challenge for
automotive companies to overcome. Furthermore, to some customers SAEVs mean loss of control and
freedom. In addition, misalignment of SAEV technology and contemporary rules and legislation is a
significant challenge for creating legitimacy. Not to mention, the general lack of social acceptance due to
radicalness and newness of the innovation. Automotive companies implement numerous strategies to
overcome these challenges and gain legitimacy. Primary strategies are; demonstrating safety through
technical success, offering flexibility and familiarizing customers through a step-by-step process. | |
