Title
Abstract
Uber focuses primarily on the ride-hailing industry, which puts the company in direct competition with regular taxis. The company is like a lot of tech-driven, fast growing entrepreneurial firms in that it still struggles for profitability. Also, the popularity of this new form of transportation has put the company and its close competitors, such as Lyft, in the spotlight of government lawmakers and regulators. If they classify Uber drivers as employees rather than independent contractors, it could dramatically alter the Uber business model. This case is written in the aftermath of the ouster of one of the company’s co-founders as CEO, a not-so-successful initial public offering (IPO), and some very serious human resources issues associated with widely publicized instances of sexual harassment and mistreatment of drivers.
Document Type
Case Study
Publication Date
2-2020
Publisher Statement
Copyright © 2020 Jeffrey S. Harrison. This case study first appeared in the Robins Case Network, 2018.
Please note that downloads of the case study are for private/personal use only.
Recommended Citation
Harrison, Jeffrey S., Bryant Holden, Kelli McKenna, Scott McQuiddy, and Alex Wiles. Uber. Case Study. University of Richmond: Robins School of Business, 2020.
Included in
Business Administration, Management, and Operations Commons, Strategic Management Policy Commons