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This paper provides a perspective on the field of nonmarket strategy. It does not attempt to survey the literature but instead focuses on the substantive content of research in the field. The paper discusses the origins of the field and the roles of nonmarket strategy. The political economy framework is used and contrasted with the current form of the resource-based theory. The paper argues that research should focus on the firm level and argues that the strategy of self-regulation can be useful in reducing the likelihood of challenges from private and public politics. The political economy perspective is illustrated using three examples: (1) public politics: Uber, (2) private politics: Rainforest Action Network and Citigroup, and (3) integrated strategy and private and public politics: The Fast Food Campaign. The paper concludes with a discussion of research issues in theory, empirics, and normative assessment.

While digital platforms tend to be unproblematically presented as the infrastructure of the sharing economy – as matchmakers of supply and demand – the authors argue that constituting the boundaries of infrastructures is political and performative, that is, it is implicated in ontological politics, with consequences for the distribution of responsibilities (Latour, 2003; Mol, 1999, 2013; Woolgar & Lezaun, 2013). Drawing on an empirical case study of Uber, including an analysis of court cases, the authors investigate the material-discursive production of digital platforms and their participation in the reconfiguring of the world (Barad, 2007), and examine how the (in)visibility of the digital infrastructure is mobilized (Larkin, 2013) to this effect. The authors argue that the representation of Uber as a “digital platform,” as “just the technological infrastructure” connecting car drivers with clients, is a political act that attempts to redefine social responsibilities, while obscuring important dimensions of the algorithmic infrastructure that regulates this socioeconomic practice. The authors also show how some of these (in)visibilities become exposed in court, and some of the boundaries reshaped, with implications for the constitution of objects, subjects and their responsibilities. Thus, while thinking infrastructures do play a role in regulating and shaping practice through algorithms, it could be otherwise. Thinking infrastructures relationally decentre digital platforms and encourage us to study them as part of ongoing and contested entanglements in practice.

Uber, the virtual service that connects drivers to passenger, presents a novel form of work-organization in which managerial functions are transposed into a virtual platform. This ethnographic study documents how Uber drivers in the city of Monterrey, Mexico navigate and come to make sense of the Uber model of work. Employing the conceptual device of the work-game, this study argues that engagement in the game of “earning coins” coupled the interest of drivers in generating the most-possible income with the interest of management in maintaining a readily available labor pool. Reinforcing this coupling was Uber’s deployment of an entrepreneurial ideology of “being your own boss,” which was especially important given the company’s lack of a physical management structure. However, as Uber takes advantage of the deindustrialization that has gripped Monterey, it attracts drivers exhibiting varied employment trajectories. This in turn creates different modes of playing the work-game and thus generates sharply divergent subjective understandings of the work, whose nature this chapter explores.

Over the past few years Uber has experienced more controversy than any other digital platform. Looking at the case of Uber in Poland, this chapter distinguishes four arenas in which Uber has been contested: in cities, in public opinion, in the political realm, and in the legal field. Each of these arenas has a different logic and dynamic and also involves different actors and institutions. Nevertheless, the various struggles are connected with each other. Victories and defeats in one spill over into another, providing actors with resources or imposing constraints on them. The author illustrates the connection between various arenas by looking at court cases involving Uber drivers in Poland and shows how those court cases were not only legal events that determined the legality of Uber in Poland but also moral and political events that influenced struggles over legitimacy that were taking place outside the courtroom.

The study aims to empirically test the effects of antecedents on behavioral intentions towards Uber-ridesharing services. The antecedents are perceived value (hedonic, utilitarian, epistemic, and symbolic value), e-Attitude, and technology attachment (smartphone use, Internet use, and e-Involvement). Moreover, the study explores the mediating effect of three-dimensional perceived value (hedonic, utilitarian, and epistemic value) and e-Attitude; and the moderating effect of symbolic value on behavioral intentions towards Uber-ridesharing services.

A mixed survey (75% Google Form, 25% face to face) was conducted in Bangladesh to collect data from customers who had previously participated in Uber-ridesharing services, one of the largest ridesharing platforms in Bangladesh. Subsequently, data were analyzed based on the structural equation modeling technique using SmartPLS 3.3.3.

The study findings revealed that hedonic value, utilitarian value, epistemic value, symbolic value, e-Attitude, smartphone use, internet use, e-Involvement had a direct significant positive impact on behavioral intentions. Also, e-Attitude significantly impacted hedonic, utilitarian, and epistemic value. In addition, Smartphone use, internet use, and e-Involvement significantly influenced e-Attitude. Moreover, the study findings revealed that hedonic, utilitarian, and epistemic value partially mediates between e-Attitude and behavioral intentions; and e-Attitude partially mediates between Smartphone use, Internet use, and e-Involvement and hedonic, utilitarian, and epistemic value and behavioral intentions. Furthermore, the results indicate that epistemic value significantly moderates the relationship between hedonic, utilitarian, and epistemic value and behavioral intentions.

This study uncovers some insightful findings for ridesharing services providers and managers helping to build customers' positive behavioral intentions towards Uber-ridesharing services. In particular, practitioners can improve cost-efficiency, hedonic and symbolic aspects, availability of rides of Uber-ridesharing services. Moreover, the ridesharing services managers should adopt technology-based service opportunities.

The study enriches sharing economy literature, especially ridesharing services, exploring the direct effect of epistemic value, e-Attitude, smartphone use, Internet use, and e-Involvement on behavioral intentions. Moreover, this study presents smartphone use, Internet use, and e-Involvement as new antecedents of e-Attitude and behavioral intentions. Furthermore, the study explores the mediating effect of hedonic, utilitarian, and epistemic value and e-Attitude; and the moderating effect of symbolic value in Uber-ridesharing service perspective.

This case describes the events following an incident of a rape in a taxi associated with Uber, by its driver. Uber was an application based taxi operator. The events raised several issues for government systems and processes, such as need for regulation of new formats of business like application based taxi services, integrated databases, checks against forgery and holistic approach towards women safety. The case also brings out how an e-commerce business raises regulatory concerns.

This paper aims to engage with the social issues emerging from the increasing reliance upon app-driven services, as they pertain to precarious labor and ethical standpoints in a digital era. Popular ride services such as Uber have been lauded for bringing much needed transportation services that are superior to expensive taxis or unpleasant or inaccessible public transit.

As a result of over three years of ongoing research and analysis, this paper is a comprehensive assessment of a number of social issues facing the integration of practices both signified and enacted in an economy driven by apps such as Uber. While these companies are indeed profitable, questions remain as to just how much of a panacea these practices actually herald.

Findings indicate that privatization and a lack of labor regulation may present a significant savings to the user, but full cost economics suggest that the social and environmental costs require consideration.

The recommendations here refer to the ethical considerations forwarded in this paper and serve to open up dialog to further discuss the persistent issues facing a precarious future.

In terms of practical implications, there is a point of tension between governmental/regulatory bodies, disruptive innovators and users.

Stakeholders of all stripes are scrambling to keep up with the pace and problematics of digital innovations and an inclusive critical dialog on app-driven services has yet to become a priority.

The original value of this analytical framework from a social justice perspective stands to catalyze action on a number of pervasive social issues surrounding digital ethics and policy.

Via this case, students are introduced to several alternative methods of valuation, including the valuation based on the “real options” theory. The novelty of the case is the link between valuation and the type of innovation that the company represents. The suggested valuation frameworks, which include both quantitative and qualitative assessments, are applicable not only in the context of an IPO valuation but also in the context of any kind of M&A activity.

This case was prepared mostly via secondary research. All the information about Uber and the industry was collected via publicly available sources. No internal documents of the company were used in the preparation of this case. The primary research consisted of an interview with the protagonist Catherine (whose name is disguised). Other disguised elements in the case include the name of the Value Investor conference organizer (Spyros Spyrou, not his real name), the country of the Value Investor conference (omitted) and the conference venue (Princess hotel, not any actual venue).

In 2019, Uber, the famous ride-sharing company, made waves in financial markets as the most controversial IPO valuation. With a wide range of proposed values, Uber puzzled investors, once again living up to its fame of a rebel and a disruptor. When Uber finally went public in May 2019, its IPO valuation stood at $82.4bn. The heated discussion in the media continued even after the IPO: “Is Uber worth this amount? Is there an upside potential for the investors who bought shares at the IPO price? What if this is a hype and markets are simply embracing higher valuations?”

This case can be used at the undergraduate, graduate (MBA) or executive level in finance-related courses such as Company Valuation or Valuing Innovation, which cover the topic of valuation and specifically the topic of valuing innovative companies.

The case is written for MBA or senior undergraduate courses on communication global strategy, leadership or strategy implementation.

The case is written for MBA or senior undergraduate courses on communication global strategy, leadership or strategy implementation. The case can be taught towards the end of a communications course to learn about crisis communications and the importance of understanding the local institutional and socio-political contexts, including the media during a crisis. For a strategy implementation class, this case can be used in the segment focusing on action and leadership.

An extremely difficult situation arose for Uber Cab, a US-based company operating in India, on December 8, 2014, when its taxi services were banned by the Delhi government due to growing anger over the suspected rape of a 27-year-old female executive by one of its drivers. Uber Cab claims that it offers the “safest rides on the road”, but this episode proved otherwise, as the accused was identified as a repeat offender. Initial interrogation by the police highlighted the negligence of the company regarding background checks and police verification while recruiting driver partners. The police further revealed that the driver did not have a Delhi Transport Authority-issued license. Furthermore, the company was not able to provide a call log to police, as such information was said to be gathered at the company’s headquarters in New York. To handle this situation, Uber Cab suspended its operations until the company could apply for a fresh registration and trade license. What was the significance of this incident to a brand like Uber Cab? Could its effect on the regulation of taxi services have been anticipated? How and when should the brand have reacted? Looking forward, what contingency planning would be appropriate? Should brand management, customer service management or the human resources department have been held accountable, or did the responsibility lie elsewhere in the organization?

The expected learning outcomes are as follows: to understand how institutional differences can create unintended consequences for an multinational enterprise working in an emerging market (early-stage institutions); to understand the critical role of a country manager in mobilizing the local organization and the headquarters to respond to a crisis; also, the role of the headquarters to provide flexibility and support to the local executive; and to understand the inevitable role of the local press in an organizational crisis, and the need for business leaders to deal with the press effectively.

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CSS 6: Human Resource Management.