In light of globalisation and sustainability challenges, the potential of shared mobility, or Mobility as a Service (MaaS), has been acknowledged as a way to improve mobility and transport both for the individual user and society at large. A specific type of mobility is that of corporate mobility, or how companies enable their employees to transport themselves during the workday as well as to and from work. This is a an area where MaaS has previously not been applied, thus potentially creating an unexplored business opportunity for someone to offer shared mobility as a service towards companies in need of efficient corporate mobility. To investigate the new solution of corporate Mobility as a Service (cMaaS) and the potential to transform it into a service offered to external customers, this study has been carried out as a single case study applying a business model perspective to the pilot project Sustainable Mobility Services Södertälje, where MaaS is applied to an existing corporate mobility solution. Inquiries have revolved around what constitutes a cMaaS service and what value is created from it, as well as what value a potential customer and their potential users envision. Lastly, we investigate practical challenges associated with our specific case, as well as strategic challenges regarding the business model design for cMaaS. Our findings help to describe the novel concept of cMaaS and propose a definition of it, based on previous definitions of corporate mobility and MaaS. Furthermore, the study concludes that value from cMaaS is multi-dimensional and hard to account for in a single value proposition, both due to the interrelationship between customer and users, and the sustainability value created from it. This is especially critical since cMaaS is a user-centric service. Lastly, the study concludes that the development of a business model for cMaaS is subject to a number of challenges, however this is not a sign that cMaaS is not a promising business opportunity, but rather that it is in an early stage. An experimental approach to it is beneficial, however it is crucial to continue development in an informed way, building on acquired knowledge to improve the experiment and to ultimately decide if cMaaS is an attractive business opportunity and if so, what the most suitable business model is. / I takt med globalisering och ökande hållbarhetsutmaningar har potentialen i delad mobilitet, eller Mobility as a Service (MaaS), fått allt mer uppmärksamhet, som ett sätt att förbättra mobilitet och transporter både för den enskilda användaren och för samhället i stort. En särskild typ av mobilitet handlar om företags interna transporter (Corporate Mobility), det vill säga hur företag kan förbättra transport för sina anställda, både under arbetsdagen och till och från jobbet. MaaS har inte tidigare applicerats på den typen av mobilitet, och det skulle kunna vara en intressant affärsmöjlighet att erbjuda delad mobilitet som en service, till företag med behov av välfungerande interna transporter. Syftet med denna studie har varit att undersöka kombinationen av delad mobilitet (MaaS) och företags interna transporter (Corporate Mobility), kallat corporate Mobility as a Service (cMaaS), och möjligheten i att sälja den som en tjänst till externa kunder. För att uppnå det har studien genomförts som en enfallsstudie där ett affärsmodellsperspektiv applicerats på pilotprojektet Sustainable Mobility Services Södertälje, som introducerar MaaS i ett företags existerande interntransportsystem. Undersökningarna har handlat om vad en cMaaS-lösning innefattar och vilket värde det skapar, samt vilket värde en potentiell kund och dess potentiella användare vill ha från det. Dessutom har utmaningar kring att sälja och definiera en affärsmodell för cMaaS undersökts. Våra resultat bidrar till att beskriva konceptet cMaaS och vi föreslår en definition av det, baserad på definitioner av företags interna transporter och MaaS. Vidare indikerar resultaten att värde från cMaaS är multi-dimensionellt och därför svårt att beskriva i en enda value proposition, detta både på grund av den inbördes relationen mellan kunden och användarna, och hållbarhetsvärdena cMaaS skapar. Detta är särskilt kritiskt eftersom cMaaS är en användarfokuserad tjänst. Till sist visar resultaten att affärsutvecklingen av cMaaS står inför ett antal utmaningar, men att det inte nödvändigtvis innebär att cMaaS inte är en lovande affärsmöjlighet, utan snarare att utvecklingen är i ett tidigt skede. Att testa sig fram med en experimentell affärsutveckling kan vara bra, men det är också viktigt att göra det på ett strukturerat sätt, och bygga vidare på insamlad kunskap för att justera och förbättra testandet. På så vis kan man uppnå målet att avgöra om cMaaS är en attraktiv affärsmöjlighet, och i så fall hur en lyckad affärsmodell ser ut.

Corporate Mobility in European Union Law The thesis deals with the latest developments in corporate mobility in the light of the recent CJEU decisions and its inherently formulated doctrine. After a brief introduction of the discussed general concepts, a dissection of previous case law and relevant legislation, the author explores the ways in which the current changes in the conception of cross-border conversions have influenced corporate mobility as a whole and the perception of freedom of establishment in particular. The question whether further legislative actions have to be taken in order to enable companies to take advantage of these developments is debated. The thesis is divided into five logical clusters which are structured in the following manner. Firstly, I analyze the fundamental pillars of corporate mobility, liability and capital protection doctrines that serve as the tangential object of interest to the actual subject matter as they represent the wider legal framework of European company law. Secondly, a comprehensive summary of the preceding case law of the Court on the issue of freedom of establishment is presented, providing an insight on the current issues, which are thoroughly discussed and analyzed in the remainder of the thesis. In Chapter four, the VALE case is further...

Le Règlement SE est un outil européen au confluent des intérêts nationaux et du droit de l’Union européenne. Il est un instrument juridique novateur permettant aux entreprises d’envergure européenne d’élaborer des restructurations transfrontalières par voie de constitution d’une SE et du transfert du siège social de celle-ci ; tout en préservant les intérêts des créanciers, des salariés et des actionnaires minoritaires de ces entreprises. Pour y parvenir, le Règlement SE ne se suffit pas à lui-même : il est pluraliste. Il coordonne les règles applicables à la SE. En outre, il procède lui-même aux renvois vers les droits nationaux qui permettent de préserver les particularités nationales des Etats membres. Ainsi, la SE est rattachée d’une part à un ordre juridique européen et d’autre part à un ordre juridique étatique à titre subsidiaire. Par ailleurs, le Règlement SE n’est pas uniquement bénéfique aux entreprises. En effet, il permet de favoriser l’adoption d’autres outils européens parmi lesquels la directive relative à la fusion transfrontalière entre sociétés de capitaux. / The SE regulation is an european tool in between national law and European Union law. It is an innovative legal tool allowing companies with European scale to elaborate cross-border reorganizations through the creation of a SE and the transfer of the head office of such company; while preserving benefits of creditors, of employees and shareholders of such companies. In order to achieve this goal, the SE regulation is not enough: it is pluralistic. It coordinates the rules applied to the SE. In addition, it proceeds itself to remand to national law that enables to preserve national specificities of each State Member. So, the SE is attached on one end to the European Union law and on the other end it is attached to the national law on a subsidiary basis.Furthermore, the SE regulation is not only useful to companies. Indeed, it enables adoption of other european tools such as the directive related to cross-border merger between joint-stock companies.

The freedom of establishment is considered to be one of the essential freedoms in establishing the European internal market. Article 49 and 54 in the Treaty on the Functioning of the European Union (TFEU) grants persons and companies the right to set up establishments and pursue economic activity within the Member States of the European Union, the articles are however complicated and the Court of Justice has in many case explained how these articles are to be interpreted. A company is free to establish itself through a primary establishment in any Member State and has the right to open up secondary establishment in another Member State. This can be done regardless if this is done just the take advantage of the more favourable legislation in the first state. The transfer of the entire or parts of a company´s establishment fall  outside the scope of freedom of establishment, then national legislation determine if transfer is allowed or not. The outcome of a transfer varies widely because of the differences in national law. In some cases a company is forced to wind-up and liquidate while in other cases the transfer is allowed.  This shows that there is a need for harmonisation in the freedom of establishment for companies. A new distinction of transfer was introduces in the latest ruling in the Cartesio case. A company can transfer from one Member State to another if it intends to convert to a company form of the new state, however, only if the legislation of new state allows it. The Court of Justice allowed a new kind of transfer and it must now be regulated in order for companies to be able to take advantage of this increase in corporate mobility.

Submitted by Patricia Figuti Venturini (pfiguti@anhembi.br) on 2018-10-17T14:25:03Z No. of bitstreams: 1 Alan Aparecido Guizi.pdf: 3824590 bytes, checksum: 38ce4860e6b4086e8d8cbf523a5c248f (MD5) / Approved for entry into archive by Patricia Figuti Venturini (pfiguti@anhembi.br) on 2018-10-17T16:03:04Z (GMT) No. of bitstreams: 1 Alan Aparecido Guizi.pdf: 3824590 bytes, checksum: 38ce4860e6b4086e8d8cbf523a5c248f (MD5) / Approved for entry into archive by Patricia Figuti Venturini (pfiguti@anhembi.br) on 2018-10-17T16:05:27Z (GMT) No. of bitstreams: 1 Alan Aparecido Guizi.pdf: 3824590 bytes, checksum: 38ce4860e6b4086e8d8cbf523a5c248f (MD5) / Made available in DSpace on 2018-10-17T16:06:06Z (GMT). No. of bitstreams: 1 Alan Aparecido Guizi.pdf: 3824590 bytes, checksum: 38ce4860e6b4086e8d8cbf523a5c248f (MD5) Previous issue date: 2015-08-27 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / The 80% increase in corporate travel recorded between 2006 and 2012, indicated by the Economic Index of Corporate Travel - IEVC (ALAGEV,2013) demonstrates the potential of the enterprise mobility market by means of research meetings at the Universidade Anhembi Morumbi (Brazil),has brought to light research that includes business events, which caused the interest of companies related to hospitality. Thus, this study aimed at "noting the effects of hospitality insertion inside Bourbon hotels and their stakeholders in hosting corporate events." The research also pursued the following specific objectives: a) to check whether there is hospitality between the hotel and its stakeholders of corporate events; b) to identify whether the inclusion of hospitality in the relationship between hotel and stakeholders (internal and external) creates an environment of mutual trust that contributes to business improvement; c) to discuss the hospitality in services as a competitiveness factor in hosting corporate events inside the researched hotels. Therefore, the following issue was established: "What are the benefits of the inclusion of Hospitality between Bourbon Hotels and Resorts and its stakeholders when holding corporate events? ". The following proposals were considered; (P1) The hospitality in the relationship between hotel and corporate events of stakeholders contributes to revenue generation, increased flow of customers and attracts new business; (P2) The insertion of hospitality in the relationship with stakeholders, both internal (employers or employees) and external (partner companies or customers) creates an environment of mutual trust, motivating them to carry out actions in both short and long term; (P3) Holding events highlights the infrastructure and hospitality of the hotel-based network services, which are considered as its competitive factors, attracting market demands to book other events in their premises that end up resulting in financial increase. It is an exploratory research, which had its methodology based on literature articles, dissertations, theses, books, texts, online and mass media, with special attention to those dating from the last five years, among other sources. After the development of the theoretical work, the study of multiple case studies was carried out, after the preparation of the protocol suggested by Yin (2010), which previewed the use of semi-structured interviews. Those interviews were transcribed with the elimination of errors and grammatical language vices, and were carried out according to each subject’s availability, as well as technical visits to the chosen hotels. Content analysis was also adopted, according to Bardin (2011), for encoding and theming of interview, reflected in the plan preparation, and also later for interpreting the interviews speech. As study objects, three units of Bourbon Hotels and Resorts were chosen: Bourbon Cataratas Convention & Spa Resort (Foz do Iguaçu, Paraná, Brazil), Bourbon Curitiba Convention Hotel (Curitiba, Parana, Brazil), and Bourbon Atibaia Convention & Spa Resort (Atibaia, São Paulo, Brazil). Eventually, the three propositions analyzedwere taken, since the hospitality of hotel chain and its stakeholders generate competitiveness for the hospitality organization by creating a relationship based on mutual trust, which attracts the possibility of agreements, new events and financial results. / O crescimento de 80% em viagens corporativas registrado entre os anos de 2006 a 2012, apontado pelo Índice Econômico de Viagens Corporativas - IEVC (ALAGEV, 2013), demonstra o potencial do mercado de mobilidade corporativa que, por meio de encontros de pesquisa realizados na Universidade Anhembi Morumbi, trouxe luz à pesquisa incluindo os eventos empresariais, os quais despertaram o interesse de empresas vinculadas ao sistema de hospitalidade. Sendo assim, objetivou-se por meio deste estudo, “constatar os efeitos da inserção da hospitalidade entre os hotéis Bourbon e seus stakeholders na realização de eventos corporativos”. A pesquisa buscou, também, alcançar os seguintes objetivos específicos: a) constatar se existe hospitalidade entre hotel e seus stakeholders de eventos corporativos; b) identificar se a inserção da hospitalidade no relacionamento entre hotel e stakeholders (internos e externos) cria um ambiente de confiança mútua que contribua para o incremento de negócios; c) Discutir a hospitalidade contida em serviços como fator de competitividade na hospedagem de eventos corporativos nos hotéis pesquisados. Desse modo, estabeleceu-se como problemática: “quais são os benefícios da inserção da hospitalidade entre Bourbon Hotéis e Resorts e seus stakeholders na realização de eventos corporativos? ”. As seguintes proposições foram consideradas; (P1) A hospitalidade na relação entre hotel e stakeholders de eventos corporativos, contribuem com a geração de receita, aumento do fluxo de clientes e atração de novos negócios; (P2) A inserção da hospitalidade no relacionamento com stakeholders, tanto internos (colaboradores ou funcionários) quanto externos (empresas parceiras ou clientes) cria o ambiente de confiança mútua, motivando-os à realização de ações em conjunto em curto e longo prazos; (P3) A realização de eventos evidencia a infraestrutura e os serviços da rede hoteleira baseados em hospitalidade, tidas como seu fator de competitividade, atraindo a demanda do.

[pt] Transporte é um instrumento direcionador do desenvolvimento urbano, e, com isso, novas metodologias de planejamento com foco no equilíbrio dos sistemas de transporte e sua coexistência no espaço urbano vêm sendo estudadas. Neste contexto, as empresas são consideradas polos geradores de viagens, quando, exercendo grande atratividade, potencializam os impactos no espaço urbano, principalmente, em termos de mobilidade e acessibilidade. Assim, esta Dissertação visa, por meio de estudo de caso, fomentar o desenvolvimento do Plano de Mobilidade Corporativa, que consiste em medidas integradas de sustentabilidade, como o uso da bicicleta, carona e carsharing, flexibilização da jornada de trabalho, e home-office. De maneira geral, o Plano define estratégias de gestão da demanda, trazendo qualidade de vida para funcionários, redução dos congestionamentos e da emissão de gases de efeito estufa. Foram, logo, utilizados o inventário de carbono da empresa e, elaborado um questionário origem-destino, com perguntas e condicionantes, traçando o perfil dos respondentes e levantando custos. Após diagnóstico, esta Dissertação propõe a elaboração do Plano, com base nos cenários propostos na ferramenta de quantificação de emissões de GEE (GHG Protocol,2019). Os resultados demonstraram redução dos impactos ambientais e financeiros, por exemplo: uso da bicicleta para pessoas que moram a menos de 8 km do local de trabalho, representando uma redução de GEE de 2,2 tCO2eq e 44 reais no gasto médio diário dos funcionários da empresa. Com todos os cenários propostos, obteve-se um redução final de 273,42 reais no gasto médio diário do total de funcionários, e 28,16 tCO2eq. / [en] Organizations and the entire corporate sector are fundamental in issues related to problems caused by (i)mobility and transports, such as logistics cost increases, traffic and environmental impacts, or being responsable to look for solutions to these issues. In Brazil, as the car-based model developed, problems with traffic, increase of overall travel time, and car dependence, were getting worse, resulting in many social and environmental impacts. As an example, the transport sector in Brazil in 2017 accounted for 32.7 percent of total energy consumption and accounted for 45.8 percent of CO2eq emissions related to the country s energy sector (MME, 2018). For Oliveira (2013), the spatial organization drives the profile of daily work displacements in the cities, thus, beyond investments in infrastructure, spatial and to urban planning policies must be created. These incentives linked to each other and urban equipment promote social inclusion, quality of life and contribute to the preservation of the environment. In addition, Cintra (2008) warns that the time spent in traffic jams compromises the competitiveness of the economy and people s quality of life, caused by stress, physical and psychological exhaustion. The biggest motivation for Brazilian s travel is work, which corresponds to 50 percent of daily travelling in the country (WRI BRASIL, 2016). With this in mind,companies can be considered trip-generation hubs (TGH). Beyond their attractiveness to the population with goods and services, and new investments, they enhance the impacts on urban space, especially in terms of mobility and accessibility, being, then, one of the biggest causes of recurrent periods of congestion.

Due to constant expansion of the European Community, the harmonization in the fields of European company law and development of internal European market have emerged into considerably bigger and more complex issues. Aspects of corporate mobility, having a direct simultaneous connection to the right of freedom of establishment, have been one of the most problematic spheres for reaching international consensus. Despite numerous directives adopted by Member States (MS) European undertakings continue to be regulated by national legislations. The idea of a common European limited liability company, sc. Societas Europaea (SE), was put into process of realization in order to facilitate the internal trade and to help multinational companies to obtain legal certainty and trans-European character by rising above the variety of national legislations. Furthermore, the SE was to make cross-border enterprise management more flexible and less bureaucratic and to help improving the general competitiveness of Community enterprises. The process of formation of the European Company Statue took over forty years and the result of the final adoption turned out to be something completely different from the es-sential idea of the European Company. Due to the historical, socio-political and legal dif-ferences MSs had difficulties with compromising on the majority of aspects and instead of one common SE form, the Community had basically adopted 28 different alternatives, loosing the original valuable supranational character. The strongest advantage of the SE are the rights conferred to it by the Regulation. The frequent use of renvoi technique undermines this aspect of SE’s precedence over national legislation. The true potential of the European Company remains thus highly theoretical and the current shape of the SE presents only a weak alternative to the national corporate forms of the MSs. A European Company cannot be freely incorporated solely by investment of private capi-tal. There is a need for existence of at least two legal enterprises which furthermore must fall under the scope of different national legislations. In other words in order to create an SE, the definite cross-border element between companies at hand must be visible or can be identified. It can be formed by means of merger, creation of a holding, incorporation of a subsidiary or conversion. The subscribed capital for the SE shall at its minimum equal €120 000. The Council Regulation on SE provides a flexible management regime, permit-ting companies to choose between two administration systems (one-tier/two-tier) that exist in the Community. The issues of employee involvement are regulated in separate directive that is a supplement to the Regulation. Despite the recent developments of freedom of establishment through the case-law, the matter remains utterly complicated. The SE may seem on one hand as a logical solution, being able to incorporate in different MSs, to merge or to form a holding without burden-some processes of winding-up and re-incorporation. On the other hand the Regulation re-stricts the mobility of the SE by provisions prohibiting location of registered and head of-fice of the company in different MSs, depriving it thus from one of the basic Community freedoms. Prudent attitude to mobility and aspiration to protect national interests have partly diminished essential advantages of the SE. It appears to be impossible to conduct business in one MS while being registered in another. Possible amendments are awaited shortly, but so far the SE has definitely not achieved many of practical goals considering mobility and has fulfilled very few of its important theoretical expectations. National perspective on the adoption of the SE seems to be relatively positive, accepting the theoretical advantages of corporate mobility, options of structure and management and possibility to obtain an essentially European trademark. However, there is also an amount of skepticism addressed to deficient practical functioning due to the lack of uniform legislation. European organizations and companies tend to have a slightly more cautious and restrained approach. The idea of a European Company is praised more for its genuinely European character. Representatives for established SEs prefer to talk about internationalization of trade, European recognition, enhanced competitiveness and market integration, while very little speaks about the true practical potential. The SE is furthermore often observed as a useful but still mainly theoretical legal instrument, playing an indispensable part in the overall development of European company law. Political motives seem to be considerably heavier while discussing the question of necessity of adoption that later attracted so little interest. Additionally, the basic idea of the SE also seems to include definite measures for general European unification, granting SE the symbolic value of commonly European enterprise. Consequently, failing in purely practical application in the absence of a clear need for common limited liability company, the SE has its theoretical and crucially important socio-psychological purposes.

<p>Due to constant expansion of the European Community, the harmonization in the fields of European company law and development of internal European market have emerged into considerably bigger and more complex issues. Aspects of corporate mobility, having a direct simultaneous connection to the right of freedom of establishment, have been one of the most problematic spheres for reaching international consensus. Despite numerous directives adopted by Member States (MS) European undertakings continue to be regulated by national legislations. The idea of a common European limited liability company, sc. Societas Europaea (SE), was put into process of realization in order to facilitate the internal trade and to help multinational companies to obtain legal certainty and trans-European character by rising above the variety of national legislations. Furthermore, the SE was to make cross-border enterprise management more flexible and less bureaucratic and to help improving the general competitiveness of Community enterprises.</p><p>The process of formation of the European Company Statue took over forty years and the result of the final adoption turned out to be something completely different from the es-sential idea of the European Company. Due to the historical, socio-political and legal dif-ferences MSs had difficulties with compromising on the majority of aspects and instead of one common SE form, the Community had basically adopted 28 different alternatives, loosing the original valuable supranational character. The strongest advantage of the SE are the rights conferred to it by the Regulation. The frequent use of renvoi technique undermines this aspect of SE’s precedence over national legislation. The true potential of the European Company remains thus highly theoretical and the current shape of the SE presents only a weak alternative to the national corporate forms of the MSs.</p><p>A European Company cannot be freely incorporated solely by investment of private capi-tal. There is a need for existence of at least two legal enterprises which furthermore must fall under the scope of different national legislations. In other words in order to create an SE, the definite cross-border element between companies at hand must be visible or can be identified. It can be formed by means of merger, creation of a holding, incorporation of a subsidiary or conversion. The subscribed capital for the SE shall at its minimum equal €120 000. The Council Regulation on SE provides a flexible management regime, permit-ting companies to choose between two administration systems (one-tier/two-tier) that exist in the Community. The issues of employee involvement are regulated in separate directive that is a supplement to the Regulation.</p><p>Despite the recent developments of freedom of establishment through the case-law, the matter remains utterly complicated. The SE may seem on one hand as a logical solution, being able to incorporate in different MSs, to merge or to form a holding without burden-some processes of winding-up and re-incorporation. On the other hand the Regulation re-stricts the mobility of the SE by provisions prohibiting location of registered and head of-fice of the company in different MSs, depriving it thus from one of the basic Community freedoms. Prudent attitude to mobility and aspiration to protect national interests have partly diminished essential advantages of the SE. It appears to be impossible to conduct business in one MS while being registered in another. Possible amendments are awaited shortly, but so far the SE has definitely not achieved many of practical goals considering mobility and has fulfilled very few of its important theoretical expectations.</p><p>National perspective on the adoption of the SE seems to be relatively positive, accepting the theoretical advantages of corporate mobility, options of structure and management and possibility to obtain an essentially European trademark. However, there is also an amount of skepticism addressed to deficient practical functioning due to the lack of uniform legislation. European organizations and companies tend to have a slightly more cautious and restrained approach. The idea of a European Company is praised more for its genuinely European character. Representatives for established SEs prefer to talk about internationalization of trade, European recognition, enhanced competitiveness and market integration, while very little speaks about the true practical potential. The SE is furthermore often observed as a useful but still mainly theoretical legal instrument, playing an indispensable part in the overall development of European company law.</p><p>Political motives seem to be considerably heavier while discussing the question of necessity of adoption that later attracted so little interest. Additionally, the basic idea of the SE also seems to include definite measures for general European unification, granting SE the symbolic value of commonly European enterprise. Consequently, failing in purely practical application in the absence of a clear need for common limited liability company, the SE has its theoretical and crucially important socio-psychological purposes.</p>

In times of progressive urbanization and increased environmental awareness, the mobility sector faces the challenge to satisfy an increasing demand, while simultaneously decreasing the negative externalities of transportation. The emerging concept Mobility as a Service (MaaS) claims to resolve this conflict, by offering individualized and seamless mobility through combination of all available modes. This thesis quantifies the tank to wheel (TTW) greenhouse gas (GHG) emissions of a MaaS implementation and simulates effects of potential variations in the service. The pilot under focus is an alteration of MaaS, which is exclusively available to the work force of a specific corporation. This variation is called Corporate Mobility as a Service (CMaaS). The evaluation is based on cross-sectional survey among the employees and operational data from the CMaaS operator. The transport demand model applies a person category approach. The total daily GHG emitted by the work force’s on-site mobility is estimated to 3.735 tCO2. Compared to on-site trips by private cars, trips with CMaaS emit less than half as many GHG emissions per passenger kilometer traveled. This highlights the environmental benefits of MaaS, especially in replacing short trips by private car. Due to the composition of the underlying data sources and the therefore chosen methodology the reactivity to implemented scenarios is very limited. Thus, analysis and interpretation of the results is restricted to largely aggregated levels. Nonetheless, this study offers an initial orientation point for further estimation of TTW GHG emissions by MaaS schemes. Beyond, it highlights the lack in understanding and modelling of corporate mobility in general.