A. Summarize case study 1 ( pg 399)  in 4 to 5 paragraphs and give your thoughts in a paragraph.
B. Answer the following 3 questions:
1. What are the ethical challenges that Uber faces in using app-based peer-to-peer sharing technology? 
2. Since Uber is using a disruptive business model and marketing strategy, what are the risks that the company will have to overcome to be successful? 
3. Because Uber is so popular and the business model is being expanded to other industries, should there be regulation to develop compliance with standards to protect competitors and consumers? 
C. Summarize “What will you do? (Core Tex) and gives your thoughts on what you will do?

Case 1 Uber Fuels Controversy 399

This case was prepared by Jennifer Sawayda for and under the direction of O.C. Ferrell and Linda Ferrell © 2019. It was prepared for classroom discus-
sion rather than to illustrate either effective or ineffective handling of an administrative, ethical, or legal decision by management. All sources used for
this case were obtained through publicly available material and the Uber website.


Uber Fuels Controversy

Uber Technologies Inc. is a multinational transporta-
tion company that provides ride-sharing services, food
delivery, freight shipping, and electric bike rentals. Uber
was founded in San Francisco in 2009 and has since
expanded their operations to more than 700 cities in 85
countries around the world. The company has become
a key player in the sharing economy, a new economic
model in which independent contractors rent out their
underutilized resources, such as vehicles or lodging,
to other consumers. The company has experienced
resounding success and is looking to expand both within
the United States and internationally.

Due to their utilization of technology, Uber does
not have as many constraints as taxi cab companies
do. A major reason Uber is so popular is because their
app allows users to request a ride from drivers in the
near vicinity. Uber’s business model, which is based on
independent contractors instead of employees, takes
advantage of smartphone technology by linking consum-
ers with independent drivers as their cabs, but they do
not employ drivers or own the vehicles. Drivers receive
a commission from Uber, but they do not report to
Uber and are their own boss. This provides a potentially
more efficient and less expensive way for consumers
to purchase transportation. This business model has
contributed to the rise of the sharing economy in which
independent contractors, drivers in this case, can rent
out underutilized resources to earn money.

Global Expansion Challenges
International expansion is a major part of Uber’s market-
ing strategy. Adopting the motto “think local to expand
global,” Uber believes that consumers from other countries
will appreciate their low cost, convenience, and freedom.
As it expands into different countries, Uber is engaging
in strategic partnerships with local companies. These
alliances with local firms are especially important because
they allow Uber to utilize the resources and knowledge of
domestic firms familiar with the country’s culture.

Despite Uber’s international success, many countries
have regulatory hurdles that have caused trouble for the
company. Perhaps the biggest hurdle is Uber’s failure to
mandate that their drivers obtain the same license types
as professional taxi drivers even though Uber drivers

offer many of the same services as professionally licensed
taxi drivers. Governments have responded by banning
Uber—and the services provided via Uber—due to the
company’s nonenforcement of professional licenses for
their drivers. For instance, in Spain, Uber was forced to
shut down ride-sharing services after a judge ruled that
Uber drivers were not legally authorized to transport
passengers, claiming that Uber created unfair competi-
tion for professionally licensed taxi drivers. Because the
taxi industry is important in many cities, governments
like Spain’s are not looking favorably at what they view
as an unfair competitive advantage that could poten-
tially bankrupt the industry. Uber returned to Spain in
March 2018 with UberX, a tier of Uber service that uses
professionally licensed drivers, placing it more on par
with licensed taxi drivers. However, in 2019, Uber and
their Spanish competitor Cabify announced that they
were suspending services in Barcelona after a new law
was passed requiring all vehicles to be booked with at
least 15 minutes advance notice.

Uber faced similar problems in France. In 2011,
Paris became the first city outside of the United States
where Uber set up operations. However, local authorities
attempted to ban one of Uber’s services because drivers
did not need to be professionally licensed. French police
even raided Uber’s Paris office. French law mandates
that operating a service that connects passengers to
nonprofessional drivers is punishable with fines of over
$300,000 and up to two years in prison. Hundreds of
Uber drivers in France were issued fines for operating
illegally, which Uber paid.

Uber challenged that law, claiming that it was uncon-
stitutional because it hindered free enterprise. A French
court decided against banning Uber’s service and sent the
case to a higher court. This generated strong criticism
from taxicab officials in France as they maintained that
they had to have professionally licensed drivers while
Uber was free from this restriction. French courts later
ruled against Uber, and the company is no longer allowed
to use nonprofessional drivers in the country. However,
their past use of nonprofessional drivers continues
to haunt Uber. The European Union determined that
France could file criminal charges against Uber for their
UberPOP service as it had used nonprofessional drivers
to operate an illegal taxi service. In another landmark
ruling, French courts sided with an Uber driver who
claimed he should be recognized as an employee, not

C B P _ F errell_ C a s e _ Studie s.indd 399 12/9/2019 6:23:03 P M03/18/2020 – tp-70a028a4-6922-11ea-a484-024 (temp temp) – Business and Society

400 Case 1 Uber Fuels Controversy

an independent contractor. A similar ruling had been
made in the United Kingdom. Uber has stated they will
challenge these rulings.

India is Uber’s second largest market after the United
States. In New Delhi, a woman’s rape allegation led to
a ban against app-based services without radio-taxi per-
mits in the capital. In response to the alleged rape, Uber
began updating their app to include panic button and
tracking features. Uber also began offering their service
in New Delhi without charging booking or service fees.
The company came under fire for how they compensate
Indian drivers. As Uber came closer to releasing their
initial public offering (IPO), which was filed in May
2019, they began to reduce driver incentives to build up
financial performance. As a result, reduced incentives
and higher diesel prices negatively impacted Indian driv-
ers’ financial earnings, causing growing discontent. Uber
must tread carefully to seize upon opportunities in India
without violating regulatory requirements or damaging
relationships with their drivers.

In 2015, a German court banned Uber services if
they used nonprofessional drivers. Uber argued that the
company itself is only an agent to connect driver and
rider. Rules that apply to taxi services do not apply,
and all services are deemed to be legal, according to
Uber. The court ruled that Uber’s business model clearly
infringes the Personal Transportation Law, because driv-
ers transport riders without a personal transportation
license. The injunction includes a fine of more than
$260,000 per ride for non-compliance. If the injunction
is breached, drivers could go to jail for up to half a year,
in addition to an imposition of fines. The German Taxi
Association (Taxi Deutschland) was pleased with the
outcome and claimed that taxi services will remain in
the hands of qualified people and keep everyone safer.
Uber can operate UberX, Uber Green, and UberTaxi in
Germany, but drivers need a professional chauffeur’s
license to do so.

Uber faces many regulatory and legal issues outside
of the United States. The company attempted to take
a global approach to expansion by applying the same
practices in other countries as they do in the United
States. However, they are quickly realizing that they
must take a more customized approach. Laws differ from
country to country. Although Uber defines themselves
as an “agent” of their “individual contractors,” many
courts do not view their services in the same way. They
are forcing Uber to comply with licensing laws or stop
business in certain areas.

Threats to the Sharing Economy
There is an ongoing threat to the sharing economy in
which Uber operates: worker classification. Under cur-
rent U.S. law, a worker either depends on an organization
as an employee or is self-employed as an independent
contractor. The rise of Uber and other digital matching

apps has called worker classification into question.
This has been a widespread concern because employees
receive workplace protections such as minimum wage
and overtime pay that independent contractors do not.

Some consider the independent relationships between
Uber and their drivers to be beneficial because of the
flexibility and personal control for the drivers. However,
lawmakers fear companies are evading U.S. labor laws
to the detriment of the contractors. California legislators
passed Assembly Bill 5 in 2019 which classifies contract
workers for companies such as Uber as employees.
The bill expands the 2018 California Supreme Court
decision known as Dynamex. Together, they established
a three-point test, often referred to as the ABC test, to
determine if a worker is an employee: (1) the company
controls the employee’s work; (2) the employee’s work
is a core part of the company’s business; (3) the workers
don’t typically engage in providing their service to other
companies. This poses a major threat to Uber who
relies on low-cost, flexible labor. Not only will labor
costs increase, but Uber is also concerned they may
have to limit the number of drivers or schedule drivers
in advance in the long term, eliminating the ability for
drivers to work as often or as little as they desire.

This landmark California bill has the potential to
influence legislation in other states. Labor groups in
states such as New York support similar legislation.
Uber unsuccessfully lobbied to be exempt from the bill
in exchange for establishing minimum pay rates for
drivers, paid time off, and an association to protect the
interests of drivers. Uber, Lyft, and DoorDash pledged
$90 million to support lobbying efforts to support
exemption. It is estimated by officials in the industry that
switching to an employee model could increase costs 20
to 30 percent, which would have a significant impact on
Uber’s bottom line.

Ongoing Controversies
While the company continues to be widely successful,
the year 2017 was a hard one for Uber. Multiple
controversies cast a negative light on the organization.
To start off the year, Uber had to pay over $20 million
in a settlement for misleading drivers on how much they
would earn. In February, a former Uber female engineer
published a blog post alleging that there was widespread
sexual harassment and gender discrimination at the
company, which prompted an investigation into Uber’s
corporate culture. This investigation later resulted in
20 employees being fired for various sexual harassment
and discrimination violations. In March, five executives
left the company, including the senior vice president of

In April, Uber faced controversy with Apple, Inc.
Uber had been secretly identifying and tagging iPhones
even after the app and their data had been deleted from
the iPhones. Uber tagged these phones to see if users

C B P _ F errell_ C a s e _ Studie s.indd 400 12/9/2019 6:23:03 P M03/18/2020 – tp-70a028a4-6922-11ea-a484-024 (temp temp) – Business and Society

Case 1 Uber Fuels Controversy 401

were using the same phone to download the app and
then repeatedly wiping it so they could use promo codes
multiple times. Although Uber was trying to detect fraud
and prevent customer abuse, this action violated Apple’s
privacy policy. Tim Cook confronted the chief executive
of Uber, threatening to remove the app from Apple’s
app store if Uber did not stop breaking the policy. The
impact would have caused millions of iPhone consumers
to lose access to the Uber app. The CEO at the time,
Travis Kalanick, had developed a reputation for bending
or sometimes breaking the rules in order to drive the
company toward desired goals. Since their founding in
2009, Uber has gained a negative reputation for chal-
lenging the rules and causing disruption.

In May, the U.S. Department of Justice launched
a criminal investigation for the company’s use of
“Greyball.” This secret software identified users who
were violating the terms of services and denied ride
requests to them. The users simply never got paired with
a driver on the app. This software even targeted govern-
ment officials who were using the app to investigate
Uber and their drivers. There was controversy over the
use of this software as to whether it was in violation of
the Foreign Corrupt Practices Act, which bans the use of
bribes to foreign officials to get or keep business.

In June, Uber fired top executive Eric Alexander for
obtaining medical records of an Uber passenger who
was raped by her driver for the purpose of casting doubt
upon her case. Uber held an all-staff meeting to discuss
reforming company culture, which was immediately fol-
lowed by CEO Travis Kalanick taking a leave of absence.
This ultimately led to Dara Khosrowshahi becoming his
successor as CEO in August.

In September, the FBI investigated Uber’s software
for allegedly illegally interfering with competitors. The
internal program, known by Uber as “Hell,” could track
drivers working for the competitor Lyft. The investiga-
tion revealed that Uber created fake Lyft customer
accounts to “request” rides around different cities in
order to see how many Lyft drivers were nearby and
what prices they were being offered for various routes
around the cities. The program was also able to identify
drivers who worked for both Lyft and Uber in order to
give these drivers incentives to leave Lyft. The program
was presumably used from 2014 to 2016. The ability to
recruit and maintain drivers is a critical component of
how these ride-share companies operate. Every major
city has users who engage with both apps to determine
the most cost-effective option for their trips. Having
inside knowledge of the competition and being able to
dominate the market in this way was invaluable toward
gaining more customers on a more consistent basis. On
the other hand, these activities can also violate laws on
fair competition.

In September, Uber lost their license to operate
in London due to a lack of corporate responsibil-
ity. There were questions about Uber’s approach to

reporting serious driver offenses, driver medical and
safety checks, and the use of previously mentioned
“Greyball” software. The mayor of London stated
that all companies must play by the rules and adhere
to standards that involve customer safety—innovation
should not come at the expense of customer safety and
security. Uber appealed the decision soon after. Several
months later, Uber was given a 15-month probationary
license to operate in London. Uber acknowledged the
past events and made changes to address them. The firm
said they changed their senior leadership, updated and
improved various policies, strengthened their corporate
governance, and was taking initiatives to transform their
corporate culture overall.

In November, it was revealed that Uber faced a data
breach in 2016. During the breach, email addresses,
names, and phone numbers of 50 million global Uber
riders were stolen. The personal information of drivers
was also compromised, including driver’s license num-
bers. Uber had an obligation to report hacking incidents
to regulators and drivers whose information was taken.
However, at the time Uber kept the data breach quiet
by paying the hackers to delete the data. They were
in the process of negotiating with the Federal Trade
Commission about the proper handling of consumer
data. Uber reported that they believed none of the data
was used by the hackers and offered free identity theft
protection and monitoring to victims of the hacking. The
data breach was not made public until almost a year
after it occurred. As a result of this incident, the chief
security officer and the legal director of security and law
enforcement were fired.

Uber also faced difficulties with accidents and
tragedies outside the inner-company operations. In
2018, a self-driving Uber car struck and killed a
pedestrian in one of the first video recorded accidents
involving the death of a pedestrian. It was found that
the vehicle feature that carries out emergency brakes for
dangerous situations was disabled by Uber to prevent
erratic vehicle behavior. Uber settled a civil case with
the pedestrian’s family, and Arizona prosecutors decided
not to criminally charge Uber. It seemed unclear whether
the car or the victim was at fault. Uber responded by
suspending their self-driving program for a few months
and resuming the program after changing their approach
to self-driving vehicles.

Another tragedy brought Uber attention in 2019
when University of South Carolina student Samantha
Josephson was murdered after getting into a car she
mistook for an Uber. Following her death Uber promoted
awareness, reminding riders to verify their drivers through
notifications and ads. The university encouraged students
and riders everywhere to ask their driver “What is my
name?” to confirm they were in the correct vehicle. Uber
stated they had been working with college campuses since
2017 to educate students on detecting fake ride-share
drivers and will continue to do so to help prevent future

C B P _ F errell_ C a s e _ Studie s.indd 401 12/9/2019 6:23:03 P M03/18/2020 – tp-70a028a4-6922-11ea-a484-024 (temp temp) – Business and Society

402 Case 1 Uber Fuels Controversy

incidents. Additionally, the South Carolina House of
Representatives passed a bill requiring ride-sharing driv-
ers to display illuminated company signs in their vehicle
to further prove their validity to riders.

Other Business Segments
Rather than a ride-sharing company, Uber views itself as a
technology and transportation company. Uber has greatly
expanded their offerings by exploring food delivery, bike
rentals, business transportation solutions, and more.

Food Delivery
In 2014, Uber launched Uber Eats. The app gives
users the ability to order food from participating local
restaurants. Now, Uber had partnered with more than
100,000 restaurants around the globe. While Uber Eats
does not hold the highest market share in the industry,
falling behind Grubhub and DoorDash, it still provides
Uber with a large revenue source and holds 25 percent
of the market for on-demand food delivery services.
Uber has also invested at least $2 billion to research
autonomous vehicles and test different fleets of these
vehicles. Uber entered the autonomous vehicle field in
2015 by partnering with Carnegie Mellon University.

In 2017, Uber launched Uber Freight, a service that
connects shipping companies with drivers. The service,
which operates similarly to Uber’s core ride-sharing app,
has seen triple-digit revenue growth, expanding both
nationally and internationally. Freight transportation
represents a huge opportunity for Uber, especially as the
United States faces a shortage of truck drivers. Now that
Uber has established themselves as a pillar of the sharing
economy, Uber stands to be a big player in this segment.

Bike Rentals
Uber expanded their offerings by introducing JUMP,
an electric bike rental system through their app. The
bikes, first introduced in 2018, create an easy solution
for commuters in highly populated cities. Many fear for
the long-term success of e-bike and scooter rentals. In
the beginning, scooter rentals hit the streets at incredibly
low prices due to subsidized pricing. This resulted in
many rental services such as Bird operating at a financial
loss. Now, services like Uber and Lyft have increased
prices at the risk of turning off customers.

The Future
As Uber looks to the future, they are investing in
advanced transportation technology to stay ahead of the
curve. Despite setbacks with their autonomous vehicles,

Uber is working with teams in Detroit, Pittsburgh, San
Francisco, Tempe, and Toronto on both self-driving
cars and self-driving freight trucks. Even in the face of
safety concerns, Uber believes self-driving vehicles to
be safer and more sustainable than traditional vehicles.
Additionally, Uber has a team called Uber Elevate that
is working to develop aerial ridesharing by 2023 in
Dallas, Los Angeles, and Melbourne. Uber will face
many regulation challenges and ethical concerns with
this uncharted territory. They will need to work closely
with local and national governments to establish safety
standards for urban aviation.

Uber Becomes a Public Company
Uber filed for an initial public offering in 2019 soon
after competitor Lyft was listed on NASDAQ in March
2019. The Uber IPO was one of the biggest of all time
with a value of $82.2 billion, just behind Facebook at
a valuation of $115 billion and Alibaba at $179 billion
at the date of their IPOs. All 180 million shares of Uber
stock were sold out within three days of the IPO. Uber’s
initial stock price was $45 a share, raising a total of
$8.1! billion at a valuation of $82.2 billion in total.
The valuation makes it the largest U.S.-listed IPO since
Alibaba Group Holding Ltd. went public in 2014.

Uber took a conservative pricing approach for
their stock after observing that their competitor Lyft
experienced a 20 percent decrease in stock prices in
the weeks following the Lyft IPO. Although there was
demand for the shares at higher prices, Uber put them in
the hands of as many institutional investors as possible,
aiming for more long-term-oriented investments rather
than hedge-fund and retail investors. Though the stock
price at the time of this writing was down to $31 per
share, Uber believes they hold a promising future and
that their business will become increasingly necessary
as people around the world move toward hiring self-
driving vehicles and using electric bikes and scooters
instead of owning cars.

Despite Uber’s challenges, the company has become
widely popular among consumers and independent con-
tractors. Supporters claim that Uber is revolutionizing
the transportation service industry. Investors clearly
believe Uber is going to be strong in the market in the
long run. One lesson that Uber will hopefully take to
heart is the need to ensure that independent contrac-
tors using their app obey relevant country laws. The
company also must revamp their corporate culture to
prevent more legal repercussions. Uber has to address
these issues to uphold the trust of customers and achieve
long-term market success in different countries.

C B P _ F errell_ C a s e _ Studie s.indd 402 12/9/2019 6:23:03 P M03/18/2020 – tp-70a028a4-6922-11ea-a484-024 (temp temp) – Business and Society

Case 1 Uber Fuels Controversy 403

Questions for Discussion
1. What are the ethical challenges that Uber faces in using

app-based peer-to-peer sharing technology?
2. Since Uber is using a disruptive business model and

marketing strategy, what are the risks that the company
will have to overcome to be successful?

3. Because Uber is so popular and the business model is
being expanded to other industries, should there be
regulation to develop compliance with standards to
protect competitors and consumers?

“Uberworld,” The Economist, September 3, 2016, 9.
Akiko Fujita, “Uber’s Trucking Chief Says Triple Digit Growth

is ‘Very Sustainable’,” Yahoo! Finance, August 22, 2019,
digit-growth-very-sustainable-145242968.html (accessed
August!22, 2019).

Alana Semuels, “‘I’m Back to Riding My Own Bike.’ Higher
Prices Threaten Silicon Valley’s Mobility Revolution,” TIME,
August 9, 2019, https://time.com/5648510/uber-lyft-bike-
scooter-subsidies/ (accessed August 22, 2019).

Angie Schmitt, “Uber Got Off the Hook for Killing a Pedestrian
with its Self-Driving Car,” Streets Blog USA, https://usa.
pedestrian-with-its-self-driving-car/ (accessed June 25, 2019).

Anna Gallegos, “The Four Biggest Legal Problems Facing Uber,
Lyft and Other Ridesharing Services,”LXBN, June 4, 2014,
uber-lyft-ridesharing-services/ (accessed July 20, 2019).

Anne Stych, “Uber Eats Abandons Flat Fees for Distance-
Based Pricing,” Bizwomen, August 10, 2018, https://
www. bizjournals.com/bizwomen/news/latest-news/2018/08/
(accessed October 16, 2019).

Caitlin Morrison, “Uber Wins Court Appeal over London Ban,”
Independent, June 27, 2018, https://www.independent.co.uk/
overturn-tfl-revoke-licence-a8418106.html (accessed July 20,

Christopher Mims, “At Startups, People Are ‘New
Infrastructure’,” The Wall Street Journal, March 8, 2015,
infrastructure-1425858978 (accessed July 20, 2019).

Corrie Driebusch and Maureen Farrell, “Uber Prices IPO at $45
a Share,” The Wall Street Journal, May 9, 2019, https://www.
range-or-lower-11557422774 (accessed July 20, 2019).

Danielle Abril, “DoorDash Has Pulled Ahead of GrubHub,
Uber Eats in the On-Demand Food Delivery Race,” Fortune,
March!11, 2019, https://fortune.com/2019/03/11/doordash-
tops-grubhub-on-demand-food/ (accessed July 20, 2019).

Eric Auchard and Christoph Steitz, “German Court Bans Uber’s
Unlicensed Taxi Services,” Reuters, March 18, 2015, http://
idUSKBN0ME1L820150318 (accessed July 20, 2019).

Eric Newcomer, “Uber Paid Hackers to Delete Stolen Data
on 57 Million People,” Bloomberg, November 21, 2017,
(accessed June 25, 2019).

George Harrison, “What is Greyball and Why Is the Uber
Software So Controversial?” The Sun, October 3, 2017,
software-enforcement-controversial/ (accessed June 29, 2019).

Henry Grabar, “Uber Reveals One of Its Big Vulnerabilities,”
Slate, April 12, 2019, https://slate.com/business/2019/04/uber-
ipo-nyc-london-risks.html (accessed July 20, 2019).

Je Seung Lee, “French Court Follows UK in Ruling against Uber
in ‘Employment Contract’ Case,” The Telegraph, January 11,
2019, https://www.telegraph.co.uk/news/2019/01/11/french-
(accessed July 20, 2019).

Jefferson Graham, “App Greases the Wheels,” USA Today,
May!27, 2015, 5B.

Joana Sugden and Aditi Malhotra, “Indian Officials Drafting
National Rules for Uber, Other Taxi Apps,” The Wall
Street Journal, April 7, 2015, http://www.wsj.com/articles/
apps-1428427528 (accessed July 20, 2019).

Julia Carrie Wong and Sam Morris, “Collision Course: Uber’s
Terrible 2017,” The Guardian, https://www.theguardian.com/
investigation (accessed July 20, 2019).

Kate Conger and Noam Scheiber, “California Bill Makes
App-Based Companies Treat Workers as Employees,” The
New York Times, September 11, 2019, https://www.nytimes.
(accessed October 18, 2019).

Kate Taylor and Benjamin Goggin, “49 of the Biggest Scandals in
Uber’s History,” Business Insider, May 10, 2019, https://www.
after-student-killed-in-fake-uber-pick-up-48 (accessed June 26,

Kaylee Hultgren, “At Uber Elevate, Innovations and Experiential
Make Flying Cars a Reality,” Event Marketer, August 7, 2019,
innovations-flying-cars/ (accessed August 22, 2019).

Mansoor Iqbal, “Uber Revenue and Usage Statistics,” Business of
Apps, May 10, 2019, https://www.businessofapps.com/data/
uber-statistics/#5 (accessed June 29, 2019).

Maria Vega Paul, “Uber Returns to Spanish Streets in Search of
Regulatory U-Turn,” Reuters, March 30, 2016, http://www.
(accessed July 20, 2019).

Michael Carney, “Playing Favorites: Uber Adds New Security
Features, but Only in Select Crisis-Riddled Markets,”
PandoDaily, January 2, 2015, http://pando.com/2015/01/02/
select-crisis-riddled-markets/ (accessed July 20, 2019).

Mihir Zaveri, “Prosecutors Don’t Plan to Charge Uber in
Self-Driving Car’s Fatal Accident,” The New York Times,
March 6, 2019, https://www.nytimes.com/2019/03/05/
technology/uber-self-driving-car-arizona.html (accessed
July 21, 2019).

Mike Isaac, “Uber’s C.E.O. Plays With Fire,” The New York
Times, April 23, 2017, https://www.nytimes.com/2017/04/23/
precipice.html?_r=1 (accessed June 29, 2019).

Nick Bilton, “Disruptions: Taxi Supply and Demand, Priced by
the Mile,” The New York Times, January 8, 2012, http://bits.
demand-priced-by-the-mile/ (accessed July 20, 2019).

C B P _ F errell_ C a s e _ Studie s.indd 403 12/9/2019 6:23:03 P M03/18/2020 – tp-70a028a4-6922-11ea-a484-024 (temp temp) – Business and Society

404 Case 1 Uber Fuels Controversy

Noam Scheiber, “New Lawsuit Against Uber Is Set to
Test Its Classification of Workers,” The New York
Times, September 12, 2019, https://www.nytimes.
html?searchResultPosition=8 (accessed October 18, 2019).

R. Jai Krishna and Joanna Sugden, “India Asks Internet Service
Providers to Block Uber Website in Delhi,” The Wall
Street Journal, May 14, 2015, http://www.wsj.com/articles/
delhi-1431606032 (accessed July 20, 2019).

Rebecca Davis O’Brien and Greg Bensinger, “Uber Faces
FBI Probe Over Program Targeting Rival Lyft,” The Wall
Street Journal, September 8, 2017, https://www.wsj.com/
lyft-1504872001 (accessed June 29, 2019).

Rob Davies, “Uber Suffers Legal Setbacks in France and
Germany,” The Guardian, June 9, 2016, https://www.
setbacks-in-france-and-germany (accessed July 20, 2019).

Roman Dillet, “Uber Fined $900,000 in France for Running
Illegal Transportation Operations with UberPOP,”
TechCrunch, June 9, 2016, https://techcrunch.com/2016/06/09/
operations-with-uberpop/ (accessed October 16, 2019).

Sai Sachin Ravikumar, Aditi Shah, and Aditya Kalra, “As
Uber Gears up for IPO, Many Indian Drivers Talk of
Shattered Dreams,” Reuters, May 8, 2019, https://www.
idUSKCN1SE0OP (accessed July 20, 2019).

Sam Jones, “Uber and Cabify to Suspend Operations in
Barcelona,” The Guardian, January 31, 2019, https://www.
operations-barcelona (accessed July 20, 2019).

Sam Schechner and Tom Fairless, “Europe Steps Up Pressure
on Tech Giants,” The Wall Street Journal, April 2, 2015,
technology-giants-1428020273 (accessed July 20, 2019).

Sam Schechner, “Uber Wins French Court Reprieve Over Legality
of Low-Cost Service,” The Wall Street Journal, March 31,
2015, http://www.wsj.com/articles/uber-wins-french-court-
(accessed July 20, 2019).

Samantha Shankman, “Uber Gets into Ride-Sharing Game in
Paris,” Skift, February 4, 2014, http://skift.com/2014/02/04/
uber-gets-into-the-ride-sharing-game-in-paris/ (accessed
July 20, 2019).

Saritha Rai, “Uber Gets Serious About Passenger Safety in India,
Introduces Panic Button,” Forbes, February 12, 2015, http://
(accessed July 20, 2019).

Sasha Ingber, “France Can Bring Criminal Charges against Uber,
Judges Rule,” NPR, April 10, 2018, https://www.npr.org/
criminal-charges-against-uber-judges-rule (accessed July 20,

Spiegel, “Vermittlung Privater Fahrer: Gericht Verbietet
Uber Deutschlandweit,” http://www.spiegel.de/wirtschaft/
a-1024214.html (accessed July 20, 2019).

Suhas Manangi, “Uber’s Global Expansion Strategy – “Think
Local to Expand Global” – Will It Work for Startups?”
LinkedIn, July 31, 2017, https://www.linkedin.com/pulse/
manangi/ (accessed October 16, 2019).

Uber, “Uber Offerings, Products, and Transportation
Innovations,” https://www.uber.com/us/en/about/uber-
offerings/ (accessed August 22, 2019).

Uber, https://www.uber.com/ (accessed July 20, 2019).

Uber Estimator, “Uber Cities,” 2019, https://uberestimator.com/
cities (accessed July 20, 2019).

UNM Daniels Fund Ethics Initiative, “Truth, Transparency, and
Trust: Uber Important in the Sharing Economy,” https://
asp (accessed July 20, 2019).

CBP_Ferrell_Case_Studies.indd 404 12/9/2019 6:23:03 PM03/18/2020 – tp-70a028a4-6922-11ea-a484-024 (temp temp) – Business and Society

Why Choose Us

  • 100% non-plagiarized Papers
  • 24/7 /365 Service Available
  • Affordable Prices
  • Any Paper, Urgency, and Subject
  • Will complete your papers in 6 hours
  • On-time Delivery
  • Money-back and Privacy guarantees
  • Unlimited Amendments upon request
  • Satisfaction guarantee

How it Works

  • Click on the “Place Order” tab at the top menu or “Order Now” icon at the bottom and a new page will appear with an order form to be filled.
  • Fill in your paper’s requirements in the "PAPER DETAILS" section.
  • Fill in your paper’s academic level, deadline, and the required number of pages from the drop-down menus.
  • Click “CREATE ACCOUNT & SIGN IN” to enter your registration details and get an account with us for record-keeping and then, click on “PROCEED TO CHECKOUT” at the bottom of the page.
  • From there, the payment sections will show, follow the guided payment process and your order will be available for our writing team to work on it.