Artificial intelligence (AI) is a powerful concept still in its infancy that has the potential, if utilised responsibly, to provide a vehicle for positive change that could promote sustainable transitions to a more resource-efficient livability paradigm. AI with its deep learning functions and capabilities can be employed as a tool which empowers machines to solve problems that could reform urban landscapes as we have known them for decades now and help with establishing a new era; the era of the “smart city”. One of the key areas that AI can redefine is transport. Mobility provision and its impact on urban development can be significantly improved by the employment of intelligent transport systems in general and automated transport in particular. This new breed of AI-based mobility, despite its machine-orientation, has to be a user-centred technology that “understands” and “satisfies” the human user, the markets and the society as a whole. Trust should be built, and risks should be eliminated, for this transition to take off. This paper provides a novel conceptual contribution that thoroughly discusses the scarcely studied nexus of AI, transportation and the smart city and how this will affect urban futures. It specifically covers key smart mobility initiatives referring to Connected and Autonomous Vehicles (CAVs), autonomous Personal and Unmanned Aerial Vehicles (PAVs and UAVs) and Mobility-as-a-Service (MaaS), but also interventions that may work as enabling technologies for transport, such as the Internet of Things (IoT) and Physical Internet (PI) or reflect broader transformations like Industry 4.0. This work is ultimately a reference tool for researchers and city planners that provides clear and systematic definitions of the ambiguous smart mobility terms of tomorrow and describes their individual and collective roles underpinning the nexus in scope.

The paper discusses innovation within the traditionally conservative legal sector as a diverse service improvement mechanism that models positive firm change. A resource-based view and practice-based view blend provided a systematic theoretical benchmark for the study. Fifty-three semi-structured interviews were conducted with law professionals from seven countries capturing their day-to-day work experiences and identifying the barriers that hinder and the opportunities that support innovation adoption in legal firms today. A data-intensive thematic analysis uncovers six core themes: human factor and culture, client and market, technology, organizational transitions, legal processes, and education. The paper contributes to the state of art by (i) contextualizing each of these themes and their diverse underpinning dimensions; (ii) developing an evidence-based conceptual framework that critically assesses legal innovation uptake barriers and opportunities; and (iii) advancing the theoretical and empirical understanding of law service operations demonstrating the rationale for legal firms to invest in technology, multidisciplinary education, and training, and to adopt leaner, hybrid and more client-driven management approaches.

Business research has rarely explored service innovation for the traditionally conservative legal industry. Using a resource-based and practice-based view blend as its theoretical backbone we develop an understanding of the parameters underpinning law firm innovation as a facilitator of operations management enhancement and possible source of entrepreneurship. The paper presents a survey answered by 106 legal professionals from 19 countries exploring four thematic areas referring to human capital, social capital, knowledge and technology transfer that were hypothesised to define innovation. Ordered probit regression modelling was used. Evidence is presented that cybersecurity threats, inadequate and limited training on IT, excessive paperwork and lack of efficient teamwork, collaboration and communication are key challenges to innovation adoption, which is a pathway to sustainable, inclusive and resilient firm growth. Firm size and internationalisation are innovation-altering factors; SMEs differ from large global firms in their ability to operate ‘outside-the-box’. Our results recommend that legal enterprises need to adopt innovation as a robust transformation-enabling toolkit that could facilitate a performance-enhancing business ethos.