Publication Date

3-6-2017

Abstract

[Excerpt] Human Resources (HR) departments have begun bracing for a labor environment characterized by temporary jobs, one dominated, for example, by the independent contractor. Accordingly, the workplace policy landscape is shifting to keep up with what has now come to be known in modern buzzword parlance as a “gig economy”. However, while it is certainly in a company’s best interest to make itself aware of workplace trends, it is ineffective for a company to always try to position itself at the forefront of these trends. Trends, after all, do not represent permanence; instead, they merely illustrate the direction in which something moves for an often-finite period. Preemptively building around the assumption that the regulatory landscape in which the gig economy rests will shift commensurately to better facilitate this trend could ultimately be a waste of company resources. Uber presents an ideal example of a company that has employed this strategy and will be examined to demonstrate how the economy is rules-based and companies should model internal processes after those rules, rather than after trending business models.

Comments

Suggested Citation
Lowe, M. (2017, March 6). Uber’s gambit: reassessing the regulatory realities of the ‘gig economy’. Cornell HR Review. Retrieved [insert date] from Cornell University, ILR School site: http://digitalcommons.ilr.cornell.edu/chrr/97

Required Publisher Statement
© Cornell HR Review. This article is reproduced here by special permission from the publisher. To view the original version of this article, and to see current articles, visit cornellhrreview.org.

Share

COinS