Forging the Future of Work
Market Formation, Pricing, and Revenue Sharing in Ride Hailing Services
Manufacturing & Service Operations Management, September 2025
Problem definition: We empirically study the market for ride-hailing services. In particular, we explore the following questions: (i) How do the two-sided market and prices jointly form in ride-hailing marketplaces? (ii) Does surge pricing create value and for whom? How can its efficiency be improved? (iii) Can platforms' strategy on revenue sharing with drivers be improved? (iv) What is the value generated by ride-hailing services, including hosting rival taxi services on ride-hailing apps? Methodology/Results: We develop a discrete choice model for the formation of mutually dependent demand (customer side) and supply (driver side) that jointly determine pricing. Using this model and a comprehensive data set obtained from the largest mobile ride platform in China, we estimate customer and driver price elasticities and other factors that affect market participation for the company's two main markets, namely basic ride-hailing and Taxi services. Based on these estimation results and counterfactual analysis, we demonstrate that surge pricing improves customer and driver welfare as well as platform revenues, while counterintuitively reducing Taxi revenues on the platform. However, surge pricing should be avoided during non-peak hours as it can hurt both customer and platform surplus. We show that platform revenues can be improved by increasing drivers' revenue share from the current levels. Finally, we estimate that the platform's basic ride-hailing services generated customer value equivalent to 13.25 Billion USD in China in 2024, and hosting rival Taxi services on the platform boosted customer surplus by 3.6 Billion USD. Managerial Implications: Our empirical framework provides ride-hailing companies a way to estimate demand and supply functions, which can help with optimization of multiple aspects of their operations. Our findings suggest that ride-hailing platforms can improve profits by containing surge-pricing to peak hours only and boosting supply by increasing driver compensation. Finally, our results demonstrate that restricting ride-hailing services create significant welfare losses while including taxi services on ride-hail platforms generate substantial economic value
Liu Ming, Tunay I. Tunca, Yi Xu, and Weiming Zhu
Celebrity messages reduce online hate and limit its spread
Online hate spreads rapidly, yet little is known about whether preventive and scalable strategies can curb it. We conducted the largest randomized controlled trial of hate speech prevention to date: a 20-week messaging campaign on X in Nigeria targeting ethnic hate. 73,136 users who had previously engaged with hate speech were randomly assigned to receive prosocial video messages from Nigerian celebrities. The campaign reduced hate content by 2.5% to 5.5% during treatment, with about 75% of the reduction persisting over the following four months. Reaching a larger share of a user's audience reduced amplification of that user's hate posts among both treated and untreated users, cutting hate reposts by over 50% for the most exposed accounts. Scalable messaging can limit online hate without removing content.
Eaman Jahani, Assistant Professor, UMD
Blas Kolic, Post-doc, Universidad Carlos III de Madrid
Manuel Tonneau, PhD Student, Oxford University
Hause Lin, Post-doc, MIT
Daniel Barkoczi, University of Southern Denmark
Edwin Ikhuoria, Middlesex University
Victor Orozco, World Bank
Samuel Fraiberger, World Bank and NYU
Tracking-Based Advertising After Apple's App Tracking Transparency: Firm-Level Evidence and Policy Implications
TechREG CHRONICLE, November 2025
We discuss the impact of Apple’s App Tracking Transparency's (“ATT”) on targeted, online advertising. We overview the empirical results of Aridor, Che, Hollenbeck, Kaiser & McCarthy (2025) that measured the impact of ATT on e-commerce firms. The results point to a large reduction in the efficacy of targeted advertising and subsequently large revenue losses, borne primarily by smaller firms. We discuss the competition policy implications of this by highlighting the potentially anticompetitive implications of privacy measures implemented by private firms and the lack of substitutability between advertising networks, despite a large exogenous shock in the efficacy of Meta advertising.
Aridor, Guy: Assistant Professor of Marketing, Northwestern University
Hollenbeck, Brett: Associate Professor of Marketing, UCLA
McCarthy, Daniel: Associate Professor of Marketing, University of Maryland
The Impact of App Crashes on Consumer Engagement
Journal of Marketing
The authors develop and test a theoretical framework to examine the impact of app crashes on app engagement. The framework predicts that consumers increase engagement after encountering a single crash due to their need-for-closure and curiosity, yet reduce engagement after experiencing repeated and concentrated crashes, primarily because of frustration and perceived task unattainability; the recency of crashes moderates these effects. Field data analysis reveals that while a crash truncates a session and reduces content consumption, it increases page views in the following session. However, this increase in page views does not compensate for the loss during the crashed session. Frequent and more concentrated crashes curtail engagement. Three experiments in which crashes are exogenously manipulated in a different context support the validity and generalizability of these findings, confirm the proposed mediators, and demonstrate how to lessen the negative impact of repeated crashes with post-crash messages. The research adds new dimensions to the task pursuit literature and provides managers with a framework to quantify the economic impact of crashes, analyze content substitution behavior, and assess the bias of a transactional view of crash incidents. Additionally, it offers insights into targeted feature release to more tolerant users and strategic design of post-crash messages.
Savannah Wei Shi, Associate Professor of Marketing & J.C. Penney Research Professor, Leavey School of Business Santa Clara University
Seoungwoo Lee*, Assistant Professor, Yonsei School of Business, Yonsei University Seoul
Kirthi Kalyanam, L.J. Skaggs Distinguished Professor Leavey School of Business, Santa Clara University
Michel Wedel, PepsiCo Chaired Professor of Consumer Science, Robert H. Smith School of Business, University of Maryland
Transforming Products into Platforms: Unearthing New Avenues for Business Innovation
NIM Marketing Intelligence Review, October 2024
It is impossible for brands to ignore digital platform opportunities. Network effects are one of the strongest sources of power and defensibility ever invented and underlie some of the most valuable businesses in the world. Managers and entrepreneurs can leverage the power of platforms by adding some platform elements to their existing products or services, by distributing their brands via existing platforms or by developing their own new platforms. By using one’s own brands as platforms requires creativity but can help businesses unlock new value and build resilient ecosystems around their products. There are three key methods. The first is to invite third-party sellers to enhance existing products. Examples include selling advertising space around products or creating app stores to extend offers. The second is to connect one’s customers by enabling interactions among users to add value. Third, brands might reach out to customers’ customers by enhancing the end-user experience in a way that benefits both themselves and their direct customers. If thoughtfully implemented, any platform strategy will create self-reinforcing feedback loops sparking growth and keeping competitors at bay.
Andrei Hagiu, Associate Professor of Information System, Boston University; Bobby Zhou, Associate Professor of Marketing, University of Maryland
Marketplace Expansion Through Marquee Seller Adoption: Externalities and Reputation Implications
Management Science
In the race to establish themselves, many early-stage online marketplaces choose to accelerate their growth by adding marquee (established brand name) sellers. We study the implications of marquee seller entry on smaller, unbranded sellers in a marketplace when both unbranded sellers and marquee sellers can vary vertically across reputation (referred to as sellers’ quality). While recent literature has shown that higher-quality unbranded sellers fare better than their lower-quality peers, we posit that this may not hold for entrants of any quality. To this end, we collaborate with an online business-to-business platform and exploit the entry of two marquee sellers of vastly differing quality. Using a difference-in-difference-in-differences framework, we causally identify the effect. We find that while higher-quality unbranded seller revenues increase relative to low-quality unbranded sellers when the entrant is of superior quality (consistent with the literature), the effect is reversed when the entrant is of inferior quality. Further, unbranded sellers change their supply quantities such that the platform’s average supply quality shifts in the direction of entrant quality. Using a stylized theoretical model, we identify two mechanisms that drive our findings – (i) new buyers brought in by the entrant disproportionately favor unbranded sellers who are quality neighbors to the entrant, and (ii) the unbranded seller’s ability to adjust their supply quantities. Most notably, the choice of marquee sellers, examined through the lens of their externality on unbranded sellers, can foster or undermine the platform’s long-term growth objectives.
Wenchang Zhang (Kelly School of Business, Indiana University), Wedad Elmaghraby and Ashish Kabra (University of Maryland)
Liability of Foreignness in Immersive Technologies: Evidence from Extended Reality Innovations
Journal of International Business Studies
This study investigates the persistence of the Liability of Foreignness (LOF) in the realm of immersive technologies like Extended Reality (XR), which includes Augmented Reality (AR) and Virtual Reality (VR). Challenging the assumption that digitalization eliminates traditional barriers for foreign firms, we argue that LOF in XR stems from foreign companies' difficulties in providing a "mentally fluent" experience to consumers in foreign markets. Cultural mismatches can disrupt smooth information processing and diminish the effectiveness of XR innovations. Our research identifies specific XR technological features—realism, interactivity, and vividness—and brand-related factors like brand newness and platform orientation that can either exacerbate or mitigate LOF. Confirming the existence of LOF in XR innovations, we find that foreign brands in the South Korean beauty market are at a disadvantage in generating positive brand engagement through XR compared to local brands. XR innovations that are less realistic, more interactive, and highly vivid tend to amplify LOF due to the need for deeper cultural understanding. Conversely, higher realism in XR experiences helps reduce LOF by offering universally relatable content. Newer foreign brands and those using communication-centered platforms experience less LOF, as consumers may overlook cultural mismatches to resolve information uncertainty and develop attitudinal loyalty.
Hyoryung Nam, Assistant Professor, Martin J. Whitman School of Management at Syracuse University (Ph.d. from Smith – Marketing Department), Yiling Li, Doctoral Student, Yonsei Business School, Yonsei University, Seoul, Korea, P.K. Kannan, Dean’s Chair in Marketing Science, Robert H. Smith School of Business, University of Maryland, Jeonghye Choi, Professor of Marketing, Yonsei Business School, Yonsei University, Seoul, Korea