A taxi service located in a major city within the United States has used an unusual business model and organizational structure for decades. The service is self-organized by a group of peer drivers with only loose connections to the usual large taxi companies found in cities. The drivers develop their own repeat customers; offer fixed pricing to predictable locations (such as airports and universities) to known customers; develop their own policies and processes; source their own technologies; and manage requests, demand, capacity and availability as peers. The original team leader passed away years ago, but the team is still known by his name and his business model is still followed. ...

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