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The pandemic has severely affected sharing economy businesses specially ride-hailing services due to high levels of human-touch points. This research investigates the impact of COVID-19 infodemic, identification, and emotional support on intention to use ride-hailing. The authors further examine the moderating effects of internalization, compliance, social currency and informational support in the proposed conceptual model.

The data were collected from 412 respondents from Delhi in India, and hypothesized relationships were tested using hierarchical regression.

The results indicate that COVID-19 infodemic has a negative association with intention to use ride-hailing. Identification and emotional support show a positive association with intention to use ride-hailing. The results also support internalization and compliance as moderators between infodemic, identification and intention to use ride-hailing. Further, social currency and information support moderate the relationship between emotional support and intention to use.

This is the first research, which adds to the expanding literature on ride-hailing, especially during the post-pandemic period of “new normal”.

Underpinned by the legitimacy perspective, this study explores how ride-hailing services are legitimized through resource exchange among the industry players. The authors explore the types of legitimacy involved in the legitimation process. The authors also examine the political games being played by the actors to attain legitimacy.

This qualitative study involves thirty-one stakeholders/interviewees from emerging Asia. The interview data are supported by online documents and observations.

Thematic analysis shows that the industry players collaborate to achieve political, market, alliance, social, and investment legitimacy. The collaborations also legitimize industry players' existence through an eclectic mix of the numerous stakeholders' actions. This study shows how Dacin's proposed four types of legitimacy are coexisting and interconnected. It also highlights the neglected political legitimacy.

The findings guide the policymakers and ride-hailing operators experiencing competing requests to legitimize sustainable ride-hailing service development in urban cities.

The proliferation of ride-hailing businesses brings significant considerations for improving the driver's operational performance. Informed by the literature on sharing economy, general deterrence theory and protection motivation theory this research investigates the behavioral factors impacting ride-hailing drivers' operational performance.

The authors empirically test the antecedents impacting a ride-hailing driver's operational performance using an online survey dataset comprising 513 ride-hailing drivers working for Uber and Lyft in the United States.

Ride-hailing drivers' intention to comply with the ride-hailing company guidelines results in better operational performance for the driver. Moreover, drivers believe that ride-hailing companies have effective penalties to deter drivers from violating company guidelines. However, drivers also believe that the chances of being caught while ignoring the company guidelines are low.

The results of this research support the decision-making processes of ride-hailing company managers and offer insights on how managers can enhance the operational performance of their drivers.

This study provides unique contributions to emerging research at the intersection of peer-to-peer asset sharing, behavioral studies and technology management. This research is one of the first to explore the role of behavioral factors such as coping mechanisms on the operational performance of sharing economy workers.

The purpose of this paper is to investigate the enabling factors and the customers’ acceptance of ride-hailing in Indonesia.

The authors adopt some constructs from the unified theory of acceptance and use of technology (UTAUT) 2 as the framework for the study to derive factors that influence the acceptance of ride-hailing in Indonesia. Samples through a convenience sampling method were collected from an online survey and were transformed into data through coding and subsequently processed using SPSS for descriptive analysis, reliability test, correlation and multiple regression analysis for hypothesis testing.

Ride-hailing started in 2015 in Indonesia. Five enabling factors make digital ride-hailing possible, the internet, smartphone, broadband wireless network, digital map and global positioning system. The authors found that performance expectancy, social influence and habit positively influence customers to accept ride-hailing in Indonesia.

Although this research has a small sample, it is still relevant to understand people’s acceptance to the ride-hailing platform. As a ride-hailing platform is now transformed to a multisided markets platform, adoption studies or other studies on each market to cover the whole picture of the platform influence to the society, and its contribution to the national economy will be very interesting. The authors’ future research will cover various services covered by ride-hailing companies.

This study proposes and argues that four main enabling factors make digital ride-hailing a viable business. The study contributes to three significant factors that influence the acceptance of ride-hailing in Indonesia.

The purpose of this paper is to experiment a dynamic performance management (DPM) approach to explore and assess the business dynamics of digital ride-hailing platforms with a focus on both supply and demand sides, and related interplays.

The research adopts the DPM framework supported by simulation-based experimentations for developing a systemic case interpretation of Uber Inc. and its specific business complexity.

The emerging scenario analysis reveals that changes in the commission percentage for drivers and cutting prices for customers (car hailers) by competitors have significant impacts on the car-hailing industry.

DPM and associated simulation-based analysis of the ride-hailing business may provide significant managerial decision insights and a ground base research in a relatively less-explored field within the strategic management domain.

Digital platforms (DP) are transforming service delivery and affecting associated actors. The position of DPs is impacted by the regulations. However, emerging economies often lack the regulatory environment to support DPs. This paper aims to explore the regulatory developments for DPs using the multi-level perspective (MLP).

The paper explores regulatory developments of ride-hailing platforms (RHPs) in India and their impacts. This study uses qualitative interview data from platform representatives, bureaucrats, drivers, experts and policy documents.

Regulatory developments in the ride-hailing space cannot be explained as a linear progression. The static institutional assumptions, especially without considering the multi-actors and multi-levels in policy formulation, do not serve associated actors adequately in different times and spaces. The RHPs regulations must consider the perspective of new RHPs and the support available to them. Non-consideration of short- and long-term perspectives of RHPs may have unequal outcomes for established and new RHPs.

This research has implications for the digital economy regulatory ecosystem, DPs and implications for policymakers. Though the data from legal documents and qualitative interviews is adequate, transactional data from the RHPs and interviews with judiciary actors would have been insightful.

The study provides insights into critical aspects of regulatory evolution, governance and regulatory impact on the DPs’ ecosystem. The right balance of regulations according to the business models of DPs allows DPs to have space for growth and development of the platform ecosystem.

This research shows the interactions in the digital space and how regulations can impact various actors. A balanced policy can guide the paths of DPs to have equal opportunities.

DP regulations have a complex structure. The paper studies regulatory developments of DPs and the impacts of governance and controls on associated players and platform ecosystems.

What happens to nonelite workers’ meaning, belonging, and identity when work is “on-demand”? On-demand organizations, such as Uber and TaskRabbit, have ambiguous boundaries and locations of workers. This qualitative study investigated how organizational and societal boundary discourse and the organization of the work itself, constructed sometimes conflicting worker roles that influenced how ride-hailing workers understood the boundaries of the on-demand organization and their location with respect to it. The roles of app–user and driver–partner constructed ride-hailing workers as outside the boundaries of the organization, while the driver–bot role constructed them as (nonhuman) elements of organizational technology. While the driver–partner role had positive and empowering identity, meaning, and belongingness associations, its conflict with the other roles blocked these positive associations, and led to cynicism and fatalism. We reflect on the possible impacts of the on-demand economy on society, workers, and the practice of work, particularly for nonelite workers.

The purpose of this paper is to explore all the strategies adopted by Uber China to gain more and more market shares of Chinese markets. It included localization of its core product, adaptation to Chinese demands and tying up with different Chinese companies.

The case study has been prepared after thoroughly studying Uber’s business in China. Secondary data is collected from credible sources such as the Uber website, newspapers, interviews and journal publications. This data helped in arriving at a basic understanding of the company, its objectives, strategies and the business model. The strategies formulated by Uber and the challenges it faced while operating in China are studied and explained based on this secondary data. Various published papers, reports released by reputed organizations and universities, interviews of managers and experts and research papers were also used to develop this case.

This case is developed considering the bent of today’s consumers toward sharing economy. The scope of businesses based on the concept of sharing economy is very wide and is increasing. China’s sharing economy sector was one of the fastest economies in the world. The case chronicles ride of Uber in China: from its entry in the country, strategies adopted, challenges faced and to the exit from China.

International business management at the undergraduate and postgraduate programs in management

Trust is an increasingly important requirement for any business and as a result has become a contemporary design criterion for business processes. However, the literature to date is very much focused on the technical (security) aspects, which are provider centric, as opposed to trust that is customer centric. In this paper, the authors extended an initial meta-model of trust-aware process design by proposing a way to capture trust-intensity for four trust dimensions, i.e. input, people, process and output and an organizational trust position. The authors also investigate the deployment of the extended meta-model in practice.

An extensive literature study is conducted to derive an understanding of the dimension's customer trust when interacting with an organization. Based on the findings of the literature review and a previously developed trust meta-model, the authors propose a way to describe an organizational trust position, i.e. the depiction of how much uncertainty is prevalent in the trust dimensions. Next, the authors conducted an exploratory case study using secondary data to validate the extended meta-model.

The case study demonstrated the applicability of the extended trust meta-model and derived actionable practices. In this case, the Indonesian food delivery company GoFood, the authors identified trust concerns in the input, process, resources and output of their business at the start of their operations. Since then, GoFood took specific actions to reduce their operational, behavioral and perceived uncertainty and these identified trust concerns. To a lesser degree, GoFood has managed vulnerability issues and invested in measures to increase customers' confidence. As a result of reduced uncertainties, GoFood's business has grown and became the number one in food service delivery in Indonesia.

The approach to capture trust (in the trust dimensions) is still a simplified version and a pre-step for a fully developed management tool or method. The use of a secondary data from a single case study also limits the validity and generalizability of the findings.

The extended meta-model proposed in this paper has several implications related to the organization's BPM capabilities. The result also demonstrates how trust measures related to reducing uncertainty, reducing vulnerability and increasing confidence can be applied in practice. Strategies used by the case company presented here such as rating systems to increase confidence can be used by other firms within a similar context.

Having an empirically validated framework for the management of trust, allows organizations to execute an operational model for the development of trusted engagement with the main benefactor being the customer.

Previous trust-related studies focused on conceptual ideas only, relied on fictive examples or were very much focused on the technical (security) aspects of business processes. This study is the first empirical validation of a trust meta-model that serves managers to understand their trust position and to guide trust-building actions.