The CSR Newsletters are a freely-available resource generated as a dynamic complement to the textbook, Strategic Corporate Social Responsibility: Sustainable Value Creation.

To sign-up to receive the CSR Newsletters regularly during the fall and spring academic semesters, e-mail author David Chandler at david.chandler@ucdenver.edu.

Showing posts with label TaskRabbit. Show all posts
Showing posts with label TaskRabbit. Show all posts

Tuesday, February 28, 2017

Strategic CSR - Venmo

The article in the url below signals yet another way in which our social norms are 'changing' (if you are optimistic), 'breaking down' (if you are concerned), at the intersection of virtual reality and social media. It does so by discussing the emergence of Venmo, a digital payment service that facilitates the transfer of small amounts of money among friends:
 
"When a cash register rings in Silicon Valley, one often sees the person who is paying being told: 'I'll Venmo you' by their friends. The peer-to-peer payments app Venmo has fast-tracked its way to being a verb as the cashless crowd adopts it to split their bills. This easy pinging of money means people have started paying each other back for the smallest things: a burrito, a cocktail, a coffee."
 
The shift that is occurring as a result, according to the author, is from a more trusting society (based on multiple repeat interactions) to a more transient society (where relationships are seen as single interactions and, as a result, less valued):
 
"Venmo and its rivals are of course convenient when splitting the cost of large purchases: a ski chalet for the weekend or a utility bill with roommates. But they have rapidly led to the expectation that you will count dollars and cents between friends."
 
As the author notes, trust is the foundation of our economic system of market exchange. Money (cash, in particular) came along later as that trust began to break down:
 
"In his 2011 book Debt: The First 5,000 Years, anthropologist David Graeber describes how credit came before coins. … Debt was a sign of trust: you knew you would see that person again and they would behave fairly. Money was used by the military, the soldiers passing through who could not be trusted."
 
In other words, we are now holding each other accountable for small amounts of money that, in a more trusting society based on long-term ties, would not be tracked:
 
"New technologies often encourage us to do something because we can, leaving us to weigh the social consequences only after these innovations have been taken up on a massive scale. Just because it is easier to pay a friend for a $4 coffee on Venmo rather than by counting out the change, why should we? Would it not be better to wait until we can buy them a coffee or a beer at a later date? Not wiping the slate clean at the end of every date may in fact show, in Graeber's words, a desire to develop ongoing relations."
 
The author also shows how trust is ebbing away from many of the social interactions that used to be the foundation of what constituted friendship. In other words, the sharing economy is a sign of weaker, not stronger, relationships among people:
 
"When I first moved to San Francisco, I told my mother I was considering hiring someone from TaskRabbit, a service that allows people to bid to do your odd jobs, to help me hang curtains and assemble flat-pack furniture. Her reaction was: 'But isn't that what neighbours are for?' … Before Uber, it would be kind to offer to drop someone at the airport. Recently a friend was confused when he was asked to drive a classmate to the departure hall, and wondered if she'd heard the ride-hailing service could take her there."
 
The author concludes that we are in danger of "substituting community for convenience." Rather than concede, however, she is preparing to resist:
 
"Next time someone tells me: 'I'll Venmo you,' I will reply: 'I got this,' knowing I am showing my trust in my friends, as people have done for thousands of years, through the small debts that bind us."
 
Take care
David
 
 
Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler4e
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/ 
 
 
Real friends don't bother to sweat the small change
By Hannah Kuchler
February 9, 2017
Financial Times
Late Edition – Final
8
 

Tuesday, November 29, 2016

Strategic CSR - Gig economy

The article in the url below provides some fascinating insight into the lives of people working in the gig economy for firms like Uber, Deliveroo, and TaskRabbit:
 
"There are no good estimates on the global scale of the gig economy but in the US there are about 800,000 people earning money this way without being anyone's employee."
 
"Algorithmic management" is the term academics have devised to explain how the working lives of these people are increasingly being dictated by software (via apps) as opposed to by managers (as in a traditional organization and employer/employee relationship):
 
"For companies like Uber, which aspires to 'make transportation as reliable as running water,' algorithmic management solves a problem: how to instruct, track and evaluate a crowd of casual workers you do not employ, so they deliver a responsive, seamless, standardised service."
 
These algorithms essentially track every aspect of the work being conducted for the company as soon as each worker logs on to the app. It dictates everything from how quickly they must respond once an opportunity is sent to them (within 30 seconds for Deliveroo) to assessments of performance:
 
"Deliveroo's algorithm monitors couriers closely and sends them personalised monthly 'service level assessments' on their average 'time to accept orders,' 'travel time to restaurant,' 'travel time to customer,' 'time at customer,' 'late orders' and 'unassigned orders.' The algorithm compares each courier's performance to its own estimate of how fast they should have been. … Drivers for Uber's ride-hailing app, of which there are about a million around the world, are subject to similar algorithmic control. They choose when to work but once they log on to the app, they only have 10-20 seconds to respond to 'trip requests' routed to them by the algorithm. They are not told the customer's final destination until they have picked them up. If drivers miss three trip requests in a row, they are logged out automatically for two minutes. Uber sends drivers a weekly report including their confirmation rate and average customer rating (out of 5)."
 
Rather than something new, however, "algorithmic management" is increasingly thought of as an extension of innovations that were the foundation of the field of management:
 
"'Algorithmic management' might sound like the future but it has uncanny echoes from the past. A hundred years ago, a new theory called 'scientific management' swept through the factories of America. It was the brainchild of Frederick W Taylor, the son of a well-to-do Philadelphia family who dropped his preparations for Harvard to become an apprentice in a hydraulics factory. He saw a haphazard workplace where men worked as slowly as they could get away with while their bosses paid them as little as possible. Taylor wanted to replace this 'rule of thumb' approach with 'the establishment of many rules, laws and formulae which replace the judgment of the individual workman.' To that end, he sent managers with stopwatches and notebooks on to the shop floor. They observed, timed and recorded every stage of every job, and determined the most efficient way that each one should be done. … For Jeremias Prassl, a law professor at Oxford university, the algorithmic management techniques of Uber and Deliveroo are Taylorism 2.0. 'Algorithms are providing a degree of control and oversight that even the most hardened Taylorists could never have dreamt of,' he says."
 
As companies tighten the screws, however, these workers are beginning to pushback, complaining that they were lulled into working for these companies with elevated pay rates and conditions that are then gradually reduced. The recent lawsuit against Uber (in California and Massachusetts) is a good example of this. Something similar (although less formal) also occurred over the summer in London – "one of the first industrial disputes to hit the city's so-called gig economy":
 
"These are workers without a workplace, striking against a company that does not employ them. They are managed not by people but by an algorithm that communicates with them via their smartphones. And what they are rebelling against is an app update."
 
While it is clear that many people self-select into these jobs because they fit their lifestyle at present ("Some 85 per cent of couriers have told Deliveroo they use it for 'a supplementary income, or short-term flexible work'"), it is also clear that the structure of these jobs are redefining the nature of 'employment' in a way that poses significant challenges to courts (that have to deal with grievances today) and public policy planners (who will have to deal with the social consequences in the future if these jobs fail to provide the healthcare and pension support these people will need at some point). There is also, of course, a moral component to the way these jobs are structured. While some see them as facilitating 'flexibility' and others see them as incentivizing 'abuse,' the danger is that whatever we gain in productivity in the short term ("Taylorism 2.0"), we lose in our humanity over the longer term.
 
Take care
David
 
 
Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler4e
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


When the boss is an algorithm
By Sarah O'Conner
September 10/11, 2016
The Financial Times
Late Edition – Final
Life & Arts, 1