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Les plateformes numériques ne bousculent pas seulement le travail, elles modifient la façon dont se déconstruisent et se reconstruisent nos politiques publiques en y prenant part. La présente recherche révèle, à partir d'une analyse de cas longitudinale, la << fabrique réglementaire1 >> ayant conduit à la fissuration, puis la déréglementation de l'industrie du taxi à la suite de l'arrivée d'uber au Québec. Elle examine le rôle prégnant de cet << entrepreneur réglementaire >> qu'est uber et du gouvernement dans ce processus. Elle propose, en outre, une grille analytique utile aux chercheurs et aux législateurs afin de conjuguer innovation et bien public dans la révision des politiques publiques confrontées à l'économie numérique. MOTS-CLÉS: Uber, taxi, plateformes numériques, politiques publiques, déréglementation, Québec. L'arrivée d'Uber a provoqué une petite révolution par sa conception innovante de la prestation de transport par taxi, rendue possible grâce à une application numérique (la plateforme) permettant de jumeler conducteurs et passagers. Cette incursion aurait pu être bénéfique à l'ensemble de l'industrie, mais elle s'est effectuée, au Québec, au mépris des acteurs historiques en place et, surtout, de la réglementation en vigueur, ce qui entraîna sa fissuration, puis sa démolition. L'industrie fut alors complètement déréglementée. Cette recherche s'appuie sur une analyse de cas longitudinale qui étudie les transformations de l'industrie du taxi au Québec, après l'arrivée d'Uber, et plus particulièrement le rôle de l'État et de la plateforme dans la construction des politiques publiques. Elle révèle l'importance et le caractère inédit du rôle de la plateforme dans l'élaboration de ces politiques, dès lors qu'elle se transforme en << entrepreneur réglementaire >>. L'analyse de ces perturbations, qui ont abouti à une déréglementation, permet d'apprécier les réponses réglementaires apportées par le gouvernement au cours de ces transformations, les processus et les critères ayant guidé l'élaboration de nouvelles règles ainsi que les acteurs initiateurs. L'examen de cette << fabrique réglementaire >> (expression de Guy Rocher) et du rôle particulier de la plateforme dans ce processus a été possible grâce à une grille analytique qui permet l'étude de la construction des politiques publiques dans un souci de conjuguer innovation et bien public dans le cadre des économies numériques. MOTS-CLÉS: Uber, taxi, plateformes numériques, politiques publiques, déréglementation, Québec. The arrival of Uber has led to a minor revolution owing to its innovative concept of taxi services. The new concept was made possible by a digital application (the platform) that can pair drivers with passengers. Uber's arrival could have been beneficial to the entire industry, but it took place, in Quebec, with no regard for the longstanding players and, above all, for the regulations then in force, which were, thereby, weakened and, then, demolished. The industry was finally deregulated. This research is based on a longitudinal case study of the transformation of Quebec's taxi industry following Uber's arrival. It looks more specifically at the role of the state and the platform in public policy-making. Our main takeaway: the Uber platform gained importance and assumed a distinctive role in development of these public policies as it became a 'regulatory entrepreneur.' Through analysis of the disruptions leading to deregulation, it is possible to assess the government's regulatory responses during those transformations, the processes and criteria that guided the development of new rules and the leading actors. To study this 'regulatory factory' (Guy Rocher) and the platform's special role in that process, we rely on an analytical grid that brings together innovation and the public good into our understanding of public policy-making in a digital economy context. KEYWORDS: Uber, taxi, digital platforms, public policies, deregulation, Quebec., La << fabrique réglementaire >> autour de l'arrivée d'Uber The 'Regulatory Factory' around the Arrival of Uber Introduction Les plateformes numériques ont bouleversé le monde du travail en proposant à [...]

In 1992 the author had built Curteis Chains Ltd into a highly effective small company with a turnover in excess of [pounds]2.5 million. But the rapid growth of the company had not just outgrown the building, it had also outgrown the ability of the company to cope. If further growth was to be acheived, things had to change. This article describes how the author realized that some people coped well with change and others could hardly cope at all. That observation proved to be a breakthrough, and this article describes the way the business and the ideas have progressed since.

The willingness of Hungarian-born John Duzs to take on every new challenge that came his way has helped him become a successful businessman. Forced by the Hungarian government to study statistics instead of art, Duzs did his best to learn the science. He was employed at the Ministry of Foodstuff until the breakout of the Hungarian revolution in 1956 when he decided to escape to America with his wife. In the US, a countryman advised Duzs to take any job he was offered and learn how to perform the job before anyone found out that he did not know how to do it. This has been Duzs's guiding principle since then. Without having any previous experience or formal training, Duzs worked as an illustrator, a calligrapher and a maker of signs. Eventually, he founded his own art studio which currently reports some $150,000 in profit annually.

Some people think it's never too late. But the following first-person stories of six fresh-faced prodigies suggest it's never too early to seize an entrepreneurial dream. Ah, if only you'd [...]

Courageous George Standing inside a building large enough to contain two football fields, George Petty watches the workings of a paper-coating machine that's easily three stories tall. As he converses [...]

Renovation activity in the building industry is now $24 billion more than new commercial construction. This trend is expected to continue well into the 1990s. This trend is especially notable in New England, the Midwest, and Middle Atlantic states, where old factories and warehouses are being gutted to create office and retail complexes. Restoring properties instead of tearing them down has attractive tax benefits, makes financing easier, and is often aesthetically superior to new construction.

Some people throw themselves out of planes. Fred Sayer gets his kicks by fending off monsters and growing new businesses Fred Sayers made his minions in the macho world of [...]

Henry Modell & Co. Inc. is a fourth-generation family-owned sporting goods retailer that operates 20 stores in the New York - New Jersey area, employs 650 people, and reported sales of approximately $50 million in 1985. The firm was founded in 1889 by Morris A. Modell, an immigrant from Eastern Europe, taken over by his son, Henry Modell upon Morris's death, and is currently run by Henry's son, William, whose two sons, Michael and Mitchell, are employed by the company. The history of the store and the succession of authority within the family is discussed, and the emphasis on mentorship to minimize rivalries is traced through the four generations of Modell's management.

Yvan Chouinard is an entrepreneur who used his expertise as a mountain climber to start a company that now grosses $25 million a year. Lost Arrow Corp. of Ventura, California is a leading manufacturer of equipment and clothing for people who enjoy mountain climbing. A subsidiary company, Patagonia, is considered to be the finest quality outdoor clothing line on the market.

The Cooperstown Bat Co was founded in 1982 by Don and Sharon Oberriter. The couple had been operating a successful restaurant in Cooperstown, NY. They noticed that visitors to the Baseball Hall of Fame, which is located in Cooperstown, were complaining about a lack of quality souvenirs. The Oberriters set up a wood shop in an old barn and started the Cooperstown Bat Co. Originally conducted as a side business to the couple's restaurant, the bat business became full-time when the Oberriters sold the restaurant in 1986.

WORLDLY AMBITIONS Just over a decade ago, a young editor at a small stock photograph agency approached his boss with an idea for expanding the business. Why not, he suggested, [...]

One of the partners in a proposed project to lay a fiber optic cable across the Atlantic Ocean is Private TransAtlantic Telecommunications Systems Inc (PTAT). PTAT was founded by four telecommunication executives in 1984. The founders of PTAT were attracted by the idea of a transatlantic fiber optic cable because fiber optic technology has several advantages over satellite communications. The partners raised $350 million in capital, obtained preliminary regulatory approval for the venture, and negotiated a partnership with Cable & Wireless PLC, a large British telecommunications firm. PTAT may soon be acquired by NYNEX, a former AT & T company.

Surviving in the oil entrepreneurial trading business is precarious, as Grey Barham discovered when his company went bankrupt. Barham started over, however, and by brokering equipment deals and selling processing tanks to drillers, Barham proved successful the second time around. He also bought and operated existing oil wells that had been repossessed by banks.

When overseas job postings don't work out, it's usually because the individuals involved can't adapt to living and working in a foreign culture. Many are unprepared for the sometimes dramatic [...]

ALLAN SILBER: the king of Counsel Corp. The trading floor of the old Toronto Stock Exchange was an apt place for Allan Silber to address Counsel Corp.'s shareholders last April. [...]

FRANCESCO BELLINI: the scientist who invented a company The product millions of people are waiting for lies on Francesco Bellini's outstretched palm. It is an opaque strip of plastic a [...]

LOIS STEVENSON: she wrote the book on women entrepreneurs In 1981 when Lois Stevenson was casting around for a topic for her first solo academic research project, she had already [...]

JEAN-RENE HALDE: Quebec's super-CEO Jean-Rene Halde cannot entirely account for his driving ambition, but he remembers his father, a former plastics salesman, once saying: 'Son, if you go into business, [...]

BARCLAY ISHERWOOD: prime mover at Mobile Data International Acouple of years ago, the New York City Police Department went to tender for a contract to provide mobile computers for its [...]

JACQUES SICOTTE: an alternate current in the energy business Jacques Sicotte built and lives in Canada's first completely solarheated house, recycles his garbage, and says, 'We have neglected the environment [...]

DORY TUVIM: the man who refloated a community Last year there were 16 new businesses started in North Sydney,' says Mayor David MacDonald. 'But this shipyard was the firstborn. We [...]

JOHN PLAXTON: Wood Gundy's 'Mr. International' It's 2:30 on Bay Street and what had promised to be an uncharacteristically quiet Friday afternoon for John Plaxton, senior partner of Wood Gundy [...]

At first glance, Billy Hitzig, president of Bohtogs industries Ltd. of Toronto, may not appear to have a lot in common with Chrysler Corp. Chairman Lee Lacocca. But Hitzig, like [...]