Uber taxi cab-handling crisis communication

Abstract

Subject area The case is written for MBA or senior undergraduate courses on communication global strategy, leadership or strategy implementation. Study level/applicability 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. Case overview 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? Expected learning outcomes 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. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 6: Human Resource Management.

Challenges in creating egalitarian logistic ecosystem: cases of app-based cab aggregators (ABCAs)

“…The major customer expectations include comfort, trust, reliability, safety, affordability, driver behaviour, Global Positioning System (GPS) tracking, driver's knowledge of the local area, availability of cabs and continuous service (Sherchan et al, 2013;Paliszkiewicz and Klepacki, 2013;Horsu and Yeboah, 2015;Randheer et al, 2011;Rajesh and Chincholkar, 2018;Chaudhry et al, 2018;Maheshwari, 2017;Sharma and Das, 2017;Kumar and Kumar, 2016). Furthermore, Tamilselvi and Panda (2021) brought the needs of women passenger safety.…”

“…, 2011; Rajesh and Chincholkar, 2018; Chaudhry et al. , 2018; Maheshwari, 2017; Sharma and Das, 2017; Kumar and Kumar, 2016). Furthermore, Tamilselvi and Panda (2021) brought the needs of women passenger safety.…”