When the Sharing Economy Meets Established Institutions: Uber and Airbnb in Taiwan

This article considers Uber and Airbnb as institutional entrepreneurs that embody the sharing economy in bringing change to established institutions. Concerned with social pressures and market uncertainties, this article examines the institutional strategies undertaken by Uber and Airbnb when entering the Taiwanese market. Using qualitative research methodology, we discuss how Uber and Airbnb draw on a set of strategic actions to overcome institutional obstacles, gain the legitimacy, and justify their new activities. The strategies include framing, aggregating, and bridging. Uber and Airbnb use framing to create a positive brand image, and aggregating to integrate internal resources. They adopt bridging to bring in new support to empower their new activities.