Governance Gone Wild: Epic Misbehavior at Uber Technologies

Citation
Title:
Governance Gone Wild: Epic Misbehavior at Uber Technologies
Year: 
2017
Publication: 
Stanford Closer Look Series on Corporate Governance
Volume: 
CGRP70
Issue: 
December 11, 2017
Start Page: 
1
End Page: 
15
Publisher: 
Copyright © 2017 by the Board of Trustees of the Leland Stanford Junior University. All rights reserved
Language: 
English
URL: 
https://www.gsb.stanford.edu/faculty-research/publications/governance-gone-wild-epic-misbehavior-uber-technologies
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No License (All right reserved)
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Abstract:

Governance Gone Wild: Epic Misbehavior at Uber Technologies

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David F. Larcker and Brian Tayan, Stanford Closer Look Series, December 2017

In this Closer Look, we examine the roles that leadership and culture play in contributing to chronic misbehavior and the manner in which it takes root in an organization. We use the example of Uber Technologies. Between 2012 and 2017, Uber Technologies faced a series of governance challenges including regulatory battles, relations with drivers, intellectual property theft, cybersecurity breaches, allegations of sexual harassment, and boardroom battles. We discuss these in detail and ask:

·       Did Uber’s early risk-seeking behavior cause larger problems down the road?

·       How important is CEO personality and behavior in influencing the collective behavior of an organization?

·       How difficult is it to change culture, once it is established?

·       To what extent is culture created top down and to what extent bottom up?

·       Does Uber need a substantial turnover of management and key non-management employees to successfully complete a cultural shift?

 

 

 

 

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