R.A.C.I. AND ORGANIZATIONAL PERFORMANCE UBER CASE STUDY

Manuela Vasilica Tunca and Raluca Mihaela Radulescu

Proceedings of the INTERNATIONAL MANAGEMENT CONFERENCE, 2024, vol. 18, issue 1, 219-229

Abstract: This study examines the application of the R.A.C.I. matrix (Responsible, Accountable, Consulted, and Informed) to improve organizational performance in the context of Uber's expansion – a ridesharing company – into Romania in 2015. The article offers insights on how this tool can enhance organizational performance in multinational expansions. The R.A.C.I. model, widely used in project management, was used to clarify roles and responsibilities across Uber’s global and local teams, particularly in areas such as legal compliance, operations, and stakeholder engagement. The paper uses a case study approach, drawing on qualitative data from Uber’s expansion, demonstrating how the R.A.C.I. framework improved decision-making, accountability, and coordination. Key findings include Uber’s ability to navigate Romania’s complex regulatory environment by assigning clear responsibilities to its legal team, operations, and management, thus minimizing delays, improving coordination, facilitating rapid resolution of challenges and enhancing communication. The article argues that R.A.C.I. significantly streamlined Uber’s internal processes during the expansion, contributing to a successful market entry in Bucharest. The findings contribute to understanding how R.A.C.I. can be strategically applied in complex multinational environments to improve organizational performance and accountability through efficiency and effectiveness. However, it also notes potential limitations of the model, such as decision-making rigidity, suggesting future research to explore its flexibility in dynamic environments.

Keywords: Efficiency; Management team; Organizational performance; Project management; R.A.C.I. (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:rom:mancon:v:18:y:2024:i:1:p:219-229

DOI: 10.24818/IMC/2024/02.12

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