Case | HBS Case Collection | June 2015 (Revised August 2016)

Uber and Stakeholders: Managing a New Way of Riding

by Rosabeth Moss Kanter and Daniel Fox

Abstract

By 2015, technological innovations—the smartphone and the advanced data connectivity that enabled it—created new opportunities for people to move around cities quickly and conveniently without owning a car, via car-sharing services like Zipcar or new ride-sharing services. Uber, a five-year-old startup, enabled users to order private rides via a smartphone app. In mid-2015, the company had achieved pre-IPO market valuation of $50 billion, with operations in 311 cities in 58 countries. Despite its scale and success, Uber often found itself embroiled in controversy, with resistance from a broad range of unhappy stakeholders—regulators, competitors, drivers, and even some customers and partners—across the U.S. and the world. Could Uber continue on this route?

Keywords: Uber; Ride-sharing; sharing economy; Transportation Network Company; Leadership and Change Management; stakeholder management; managing change; leadership; regulation; Smartphones; Web-enabled application; disruptive technology; transportation; startup management; Entrepreneurship; Business and Stakeholder Relations; Transportation; Mobile Technology; Transportation Industry; Technology Industry;

Citation:

Kanter, Rosabeth Moss, and Daniel Fox. "Uber and Stakeholders: Managing a New Way of Riding." Harvard Business School Case 315-139, June 2015. (Revised August 2016.)