APA
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Garud, R., Kumaraswamy, A., Roberts, A., & Xu, L. (2022). Liminal Movement by Digital Platform-Based Sharing Economy Ventures: The Case of Uber Technologies. Strategic Management Journal, 43(3), 447–475. https://doi.org/10.1002/smj.3148
Chicago/Turabian
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Garud, R., A. Kumaraswamy, A. Roberts, and L. Xu. “Liminal Movement by Digital Platform-Based Sharing Economy Ventures: The Case of Uber Technologies.” Strategic Management Journal 43, no. 3 (2022): 447–475.
MLA
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Garud, R., et al. “Liminal Movement by Digital Platform-Based Sharing Economy Ventures: The Case of Uber Technologies.” Strategic Management Journal, vol. 43, no. 3, 2022, pp. 447–75, doi:10.1002/smj.3148.
BibTeX Click to copy
@article{r2022a,
title = {Liminal Movement by Digital Platform-Based Sharing Economy Ventures: The Case of Uber Technologies},
year = {2022},
issue = {3},
journal = {Strategic Management Journal},
pages = {447-475},
volume = {43},
doi = {10.1002/smj.3148},
author = {Garud, R. and Kumaraswamy, A. and Roberts, A. and Xu, L.}
}
We explore the challenges that digital platform-based sharing economy ventures confront in establishing legitimacy for their business models by examining the dynamics that ensued when Uber Technologies deployed its ride-sharing business model in four U.S. cities. Uber entered each city to jump-start network effects by establishing cognitive legitimacy while deepening a sociopolitical legitimacy crisis that emerged due to mismatches between its business model and existing regulations. Operating between existing categories, Uber used a series of interrelated market and non-market strategies, which we label as liminal movement, to generate cognitive and sociopolitical legitimacy.
