Why sharing-economy drivers are disengaging—and how platform design can win them back
Rideshare and delivery platforms operate in an unusually fluid labor market. Drivers can log off, switch apps or stop working at any moment, making engagement unpredictable. Companies often respond with ...
Rideshare and delivery platforms operate in an unusually fluid labor market. Drivers can log off, switch apps or stop working at any moment, making engagement unpredictable. Companies often respond with bonuses, surge pricing and promotions, yet inconsistent commitment remains a challenge. Research suggests the problem is not only financial; platform design strongly influences drivers' decisions about when and where to work.
A study by John Bell, the John H. "Red" Dove Professor of Supply Chain Management and Nancy and David McKinney Faculty Fellow; Launce Sanders, the Jerry and Suzanne Ratledge Professor of Supply Chain Management and Vallett Family Faculty Fellow; and other co-authors examined how drivers choose among platforms once they are already in the gig economy. Bell and Sanders are faculty members in the Department of Supply Chain Management at the University of Tennessee, Knoxville's Haslam College of Business. Because many drivers use multiple apps, these decisions directly affect labor availability, response times and operational reliability.
The study highlights three key design elements: how tasks are allocated, how time is structured and how pay is presented. Each shapes whether drivers find the work manageable, predictable and worthwhile.
First, task allocation matters more than platforms may realize. Open job boards, which show many available gigs, are often assumed to increase flexibility. In practice, they can overwhelm drivers, forcing them to sift through many offers and make rapid decisions. Drivers overwhelmingly preferred platforms that send tasks directly to them, a trend particularly strong among older drivers. Clear, direct offers reduce cognitive load and improve engagement, suggesting that task visibility and simplicity are critical design features.
Second, time structure affects perceived autonomy. Many drivers favor single, on-demand jobs over required time blocks or shifts. Scheduled blocks can feel restrictive, especially for supplemental-income drivers seeking flexibility. Yet drivers who rely more heavily on gig income, particularly those using multiple platforms, are more receptive to blocks, which offer income stability. Experienced drivers also tolerate structured shifts better than newcomers. For managers, this underscores the need for optional scheduling—provide single-job flexibility while allowing income-dependent drivers to commit to blocks if they choose.
Third, pay design strongly shapes trust and participation. Drivers prefer clear, predictable base rates rather than pay dominated by complex bonuses, surge pricing or promotions. Complicated systems increase uncertainty and can alienate drivers who rely on the income. Promotions work best as supplemental incentives, while transparent base pay signals fairness and stability. Simplifying pay communication strengthens engagement without necessarily increasing total compensation.
The research also shows that drivers are not a uniform workforce. Preferences vary by income dependence, multi-app use, age, gender and experience. Treating engagement as a single problem with one solution risks leaving many drivers dissatisfied. Tailoring platform design to these segments, whether in task allocation, scheduling or pay, can improve participation and loyalty.
The broader takeaway for platform leaders is that engagement is a systemic challenge. Decisions about how work is offered, how time is structured and how pay is framed collectively determine whether drivers view the platform as manageable and rewarding. In a labor market where workers can disengage instantly, these design choices matter as much as financial incentives. Thoughtful platform design in the form of clear task allocation, flexible scheduling options and transparent pay is essential to stabilizing labor supply, improving operational reliability and sustaining driver engagement over time.
More information
Lance W. Saunders et al, Improving Driver Engagement in Delivery and Rideshare Services, Journal of Business Logistics (2025). DOI: 10.1111/jbl.70011
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Citation: Why sharing-economy drivers are disengaging—and how platform design can win them back (2026, July 12) retrieved 12 July 2026 from https://phys.org/news/2026-07-economy-drivers-disengaging-platform.html
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