Managing the Sharing Economy

Sharing, collaborative, peer-to-peer: whatever you call it, the latest IESE Insight will help you manage the opportunities

27/09/2016 Barcelona

Oscar Giménez

The sharing economy is shaping up to be one of the greatest business revolutions of our times. If you’re not affected yet, you will be / Illustration: Oscar Giménez

Learn to share: the maxim we tell our kids is truer than ever in today’s sharing economy, the theme of the latest IESE Insight. The cover dossier considers the new business paradigm from three angles: how the business models work; which mechanisms help build interpersonal trust; and how to navigate the regulatory minefield. You may not be in the sharing business, but don’t think the topic isn’t for you. The sharing economy is shaping up to be one of the greatest social, economic, technological and human revolutions of our times. If you’re not affected yet, you will be.

In their article, IESE Professors Alejandro Lago and Sandra Sieber analyze the market-access mechanisms, resource-allocation models and governance approaches of several well-known businesses to understand the advantages and shortcomings of the collaborative economy.

Next, Frédéric Mazzella and Verena Butt d’Espous of BlaBlaCar join forces with Arun Sundararajan and Mareike Möhlmann of New York University’s Stern School of Business to study how trust can be a key enabler of the sharing economy. Their study, based on European BlaBlaCar users, provides the pillars of building trust online, which is encapsulated in their D.R.E.A.M.S. framework.

As many cities around the world start to crack down on businesses like Airbnb and Uber, Sofia Ranchordás of Leiden Law School in the Netherlands suggests ways that regulators and market players can engage in constructive conversations to navigate the myriad regulatory issues arising in this hazy area.

Diversity of Talent: Key to Success

Elsewhere in the magazine, IESE Professor Nuria Chinchilla and Esther Jiménez recommend ways to attract, cultivate and retain female talent. As markets become increasingly competitive and globalized, and with women driving the lion’s share of consumer purchasing, bringing more female talent to the table becomes vital for survival. The authors emphasize how to harness the wealth of talent and value that women bring.

The importance of having diversity of talent at very senior levels is a point echoed by Silvio Napoli, chairman-elect of Schindler, in our interview: “Things are changing fast, and a greater diversity of talent is joining our workforce, including at very senior levels,” he says. “Companies are made up of people, not numbers and not products, and so getting the right mix of people is vital.”

Stanford’s Stefanos Zenios studies how the composition of top management teams conditions the innovation process. His article provides managerial insights at two key moments – exploration and prototyping – based on his work with Silicon Valley startups.

Assembling the right team also turns up as a theme in our interview with Juan José Campanella. The Oscar-winning Argentine Director of The Secret in Their Eyes (El secreto de sus ojos) attributes his success to being able to trust his team to pull off a hit. In the end, isn’t that what we’re all trying to do?

Members of the Alumni Association and subscribers to IESE Insight – a quarterly research-based magazine, published in separate English and Spanish editions – can read all these articles using their membership credentials.

Those who are neither Alumni nor subscribers can access the premium content by either subscribing to the magazine or buying the articles from IESE Publishing.