BUSN435-24s

BUSN435-24s

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Hubert Horan: Can Uber Ever Deliver? Part Thirty-Three: Uber Isn’t Really Profitable Yet But is Getting Closer; The Antitrust Case Against Uber | naked capitalism
Hubert Horan: Can Uber Ever Deliver? Part Thirty-Three: Uber Isn’t Really Profitable Yet But is Getting Closer; The Antitrust Case Against Uber | naked capitalism

Contributed by: Dr. B

1) Contributors to Uber’s revenue growth explained 2) “Uber has developed algorithms for tailoring customer prices based on what they believe individual customers would be willing to pay and tailoring payments to individual drivers so they are as low as possible to get them to accept trips.” 3) Saw this on Bluesky (social media service) from a marketing prof, whose students wonder how this can be legal

·nakedcapitalism.com·
Hubert Horan: Can Uber Ever Deliver? Part Thirty-Three: Uber Isn’t Really Profitable Yet But is Getting Closer; The Antitrust Case Against Uber | naked capitalism
Garage Access as a Service: The Chamberlain Group’s Anti-Consumer Approach to the Smart Home
Garage Access as a Service: The Chamberlain Group’s Anti-Consumer Approach to the Smart Home

Submitted by: Dr. B

  1. The Chamberlain Group has forced customers to subscribe to their garage door capabilities as a subscription. This is for people who already purchased this product from the.
  2. “…The myQ app is garbage – it’s literally just a big button to open and close the door without access via a widget, the Home app, or Shortcuts. Oh, and it has ads too…”
  3. There’s such a thing as software as a service (where you don’t buy the software, but instead subscribe to it). Now there’s garage door as a service?
·macstories.net·
Garage Access as a Service: The Chamberlain Group’s Anti-Consumer Approach to the Smart Home
To Put Your Company Values into Action, Create Working Agreements
To Put Your Company Values into Action, Create Working Agreements
Eighty percent of employees work for organizations that have stated values, but only 23% agreed that they could apply those values to their everyday work. The authors explore that disconnect and present a more effective, alternative way for leaders to foster shared understanding, language, and accountability in their organizations: working agreements. Working agreements take implicit practices, behaviors, values, and beliefs, and make them explicit, clear, and actionable. They help teams build three key components that drive effective collaboration: shared language, understanding, and accountability.
·hbr.org·
To Put Your Company Values into Action, Create Working Agreements
A Paradox of Ethics: Why People in Good Organizations do Bad Things - ProQuest
A Paradox of Ethics: Why People in Good Organizations do Bad Things - ProQuest

Contributed by: Dr. B

3 key takeaways:

1) How "good" organizations can lead to bad employee behavior, due to four forces: updward, downward, backward, and forward. 2) Effects of the gold digger, high-jump bar, retreating-cat, forbidden-fruit, cheese slider, moving-spotlight, repeat-prescription, and keeping-up-appearances. 3) It's a paradox when goodness breads badness. "The more ethical an organization becomes, the higher, in some respects, is the likelihood of unethical behavior.

·www-proquest-com.vanguard.idm.oclc.org·
A Paradox of Ethics: Why People in Good Organizations do Bad Things - ProQuest