Ever since its founding in 2009, Uber has personified the best and the worst of the on-demand economy. As independent contractors, Uber drivers are technically their own bosses. Still, Uber’s algorithms sneakily shape their workdays. New York Times reporter Noam Scheiber reveals how the ride-sharing service uses behavioral psychology to keep drivers chasing the next trip. getAbstract believes his essential report offers a glimpse into the near future of work, when companies may have more control over workers.
In this summary, you will learn
- How Uber leverages psychological tricks to nudge drivers to pick up more customers,
- What moral and legal implications these tricks have, and
- How Uber’s approach to influencing its workers may become more common as the on-demand economy grows.
About the Author
Noam Scheiber is a New York Times reporter who covers workplace concerns. He wrote about economic policy for 15 years at the New Republic.
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