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MIT Sloan Management ReviewMIT Sloan Management Review

MIT Sloan Management Review

Winter 2019

MIT Sloan Management Review leads the discourse among academic researchers, business executives and other influential thought leaders about advances in management practice, particularly those shaped by technology,  that are transforming how people lead and innovate. MIT SMR disseminates new management research and innovative ideas so that thoughtful executives can capitalize on the opportunities generated by rapid organizational, technological and societal change.

国家:
United States
语言:
English
出版商:
MIT Sloan Management Review
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4 期号

本期

access_time2 min.
artificial intelligence brings out the worst and the best in us

I’ll never forget something that psychologist Daniel Kahneman said a couple of years ago at a people analytics conference. The keynote was largely about how algorithms can reduce “noise” (random, irrelevant factors that cloud our judgment) when we’re rating job candidates and trying to predict people’s performance. About halfway through, Kahneman made a quick, almost offhand comment that really struck me: He said he was “quite worried” about AI’s dark, dystopian possibilities, despite its great potential for good. The better AI becomes at making decisions, the less we’ll need human judgment — and that, he suggested, will threaten the power structure in organizations. Leaders won’t like that, so they’ll resist adopting the technology for their biggest, most important decisions.That rang true when Kahneman said it, and it still does.…

access_time3 min.
[ elsewhere]

The Uncertain Status of Gig Work In the 20th century, it became cheaper for companies in developed countries to employ workers full time than it was for them to find the right people “on demand” for each task that needed doing. But the so-called gig economy has changed that. Today, there are people out there ready and willing to do almost any task: drive you to appointments, bring you a takeout meal, assemble your new Ikea sofa, even clear spiders out of your house. So both individual customers and hiring organizations have just-in-time options aplenty.As a recent article in The Economist (“Worries About the Rise of the Gig Economy Are Mostly Overblown,” Oct. 4, 2018) notes, the gig economy is growing, even though many of the jobs…

access_time10 min.
new ways to gauge talent and potential

Most businesses understand that they must attract star performers — and compete fiercely for them — to thrive in the marketplace. What they struggle with is how to do it well. The perennial challenge of finding the right people and matching them with the right roles has become even more complex now that AI and robotics are rapidly changing jobs and in-demand technical skills are in short supply. While most organizations still rely on traditional hiring methods such as résumé screenings, job interviews, and psychometric tests, a new generation of assessment tools is quickly gaining traction and, we argue, making talent identification more precise and less biased.Certain things have remained constant and are unlikely to change anytime soon. When sizing up candidates, managers try to predict job performance while…

access_time9 min.
using artificial intelligence to promote diversity

Artificial intelligence has had some justifiably bad press recently. Some of the worst stories have been about systems that exhibit racial or gender bias in facial recognition applications or in evaluating people for jobs, loans, or other considerations. One program was routinely recommending longer prison sentences for blacks than for whites on the basis of the flawed use of recidivism data.But what if instead of perpetuating harmful biases, AI helped us overcome them and make fairer decisions? That could eventually result in a more diverse and inclusive world. What if, for instance, intelligent machines could help organizations recognize all worthy job candidates by avoiding the usual hidden prejudices that derail applicants who don’t look or sound like those in power or who don’t have the “right” institutions listed on their…

access_time8 min.
the hidden side effects of recommendation systems

Recommendation engines influence the choices we make every day — what book to read next, which song to download, which person to date. At their best, smart systems serve buyers and sellers alike: Consumers save the time and effort of wading through the vast possibilities of the digital marketplace, and businesses build loyalty and drive sales through differentiated experiences.But, as with many other new technologies, digital recommendations are also a source of unintended consequences. Our research shows that recommendations do more than just reflect consumer preferences — they actually shape them. If this sounds like a subtle distinction, it is not. Recommendation systems have the potential to fuel biases and affect sales in unexpected ways. Our findings have important implications for recommendation engine design, not just in the music…

access_time7 min.
twitter is not the echo chamber we think it is

We are in the midst of a public conversation about whether social media echo chambers facilitate the spreading of fake news or prevent constructive dialogue on public issues. In a recent interview with The Washington Post, Twitter CEO Jack Dorsey said that he was experimenting with features to reduce echo chambers on Twitter by inserting content with alternative viewpoints into people’s feeds. In response, an op-ed in The New York Times predicted that this idea would backfire, citing recent research showing that exposing people to alternate viewpoints only makes them more partisan. The problem with this otherwise important debate is that it assumes that Twitter users exist in echo chambers in the first place. They don’t.We had the opportunity to study data from Twitter over a period of…

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