A Conceptual Review of Uber as an Emerging Organisation in Zimbabwe

Abstract

This theoretical review explores Uber as an archetype of an emerging organisation, analysing its development through the lens of strategic management theories such as the Resource-Based View (RBV) and Blue Ocean Strategy. The paper situates Uber’s innovative trajectory within the global context, then reflects on its implications for emerging enterprises in Zimbabwe. By examining Uber's deployment of intangible and tangible resources, platform-based business model, and internationalisation strategies, the review highlights how emerging organisations can leverage internal capabilities and innovative market positioning to achieve competitive advantage. The study further discusses the scalability of such models in the Zimbabwean context, considering infrastructural, regulatory, and technological constraints. Ultimately, the paper provides a conceptual foundation for understanding how emerging organisations in developing economies can draw lessons from global disruptors like Uber while tailoring strategies to local realities.