什么都不做就能掙錢:Uber和Airbnb的故事
好日子即將到頭 ????美國(guó)各州和各大城市已經(jīng)開始對(duì)至少某些新經(jīng)濟(jì)公司實(shí)施監(jiān)管,盡管此類努力經(jīng)常會(huì)受到人們的嘲笑,并且背上了扼殺創(chuàng)新的罪名。我不知道推卸責(zé)任和法律義務(wù)是否真的屬于“創(chuàng)新”。規(guī)避旨在監(jiān)管旅館位置的區(qū)劃法規(guī),對(duì)誰(shuí)有資格開車載客的規(guī)定不管不顧,必然會(huì)帶來一些風(fēng)險(xiǎn),被服務(wù)一方真的應(yīng)該警覺這些風(fēng)險(xiǎn),如果你相信服務(wù)協(xié)議的話。 ????對(duì)于那些擔(dān)心收入不均的人,還有一個(gè)理由讓他們重新審視這些新商業(yè)模式。密歇根大學(xué)(University of Michigan)商學(xué)院教授杰拉德?F?戴維斯和他的同事對(duì)53個(gè)國(guó)家在1960-2006年之間的數(shù)據(jù)進(jìn)行了仔細(xì)分析。他們發(fā)現(xiàn),人們?cè)诖蠊纠锕ぷ鞯谋壤礁?,收入不均的水平就越低。這一發(fā)現(xiàn)是有道理的,因?yàn)閮?nèi)部勞動(dòng)力市場(chǎng)以及雇員之間更密切的社會(huì)交往,比市場(chǎng)安排更易于減少員工的收入差異。 ????你可以說我“老套”,但我的確更喜歡一家公司的“服務(wù)協(xié)議”里寫明它究竟提供哪種產(chǎn)品和服務(wù),而不是說它對(duì)任何事都不負(fù)責(zé)。我喜歡光顧的公司,是那種有自己的產(chǎn)品、有嚴(yán)格的管理、關(guān)心它的顧客、對(duì)員工提供監(jiān)管、為服務(wù)提供質(zhì)量保障的公司。(財(cái)富中文網(wǎng)) ????本文作者Jeffrey Pfeffer是斯坦福大學(xué)商學(xué)院(Stanford’s Graduate School of Business)組織行為學(xué)教授。他最近的著作《Leadership B.S.: Fixing Workplaces and Careers One Truth at a Time》將于2015年由哈珀柯林斯出版社(HarperCollins)出版。 |
The jig may soon be up ????Cities and states are beginning to try to impose some oversight on at least some of the new economy companies, although such efforts are often met with derision and characterized as stifling innovation. I am not sure that avoiding responsibility and legal liability is really as “innovative” as is sometimes claimed. Bypassing zoning regulations on where hotels can be located and negating licensing requirements related to who can pick up passengers poses risks that, if you believe the terms of service agreements, truly should make the buyer beware. ????For those people who worry about income inequality, there is another reason to think twice about these new business models. In a careful analysis of 53 countries from 1960 to 2006, University of Michigan business school professor Gerald F. Davis and a colleague found that the higher proportion of employees who worked in large companies, the lower the level of income inequality. This makes sense because internal labor markets and the greater social contact among employees reduces variation in wages much more so than in market-like arrangements. ????Call me old-fashioned, but I actually like a company whose “terms of service” entails providing the product or service I am purchasing rather than stating all the things it is not responsible for. I prefer to buy from a company that stands behind its products, with management that cares enough about its customers to provide oversight of its employee workforce and quality assurance for its services. ????Jeffrey Pfeffer is Thomas D. Dee II Professor of Organizational Behavior at Stanford’s Graduate School of Business. His latest book, Leadership B.S.: Fixing Workplaces and Careers One Truth at a Time will be published in September, 2015 by HarperCollins. |