Competitor Collaboration Before a Crisis

Sea Matilda Bez () and Henry Chesbrough ()
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Sea Matilda Bez: MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier, Labex Entreprendre - UM - Université de Montpellier, UM - Université de Montpellier, Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School
Henry Chesbrough: UC Berkeley - University of California [Berkeley] - UC - University of California

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Abstract: For artificial intelligence (AI) technology to impact society positively, the major AI companies must coordinate their efforts and agree on safe practices. The social legitimacy of AI development depends on building a consensus among AI companies to prevent its potentially damaging downsides. Consortia like the Partnership on AI (PAI) aim to have AI competitors collaborate to flag risks in AI development and create solutions to manage those risks. PAI can apply valuable lessons learned from other industries about how to facilitate collective action but do so proactively rather than after the fact. The Dynamic Capabilities Framework of "sensing, seizing, and transforming" provides a process map for the AI industry to create processes to reduce the risk of a major disaster or crisis.

Keywords: Artificial intelligence; Dynamic capabilities; Competitor collaboration (search for similar items in EconPapers)
Date: 2020-05-03
New Economics Papers: this item is included in nep-big
Note: View the original document on HAL open archive server: https://hal.science/hal-02565068v1
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Citations: View citations in EconPapers (3)

Published in Research technology management, 2020, 63 (3), pp.42-48. ⟨10.1080/08956308.2020.1733889⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02565068

DOI: 10.1080/08956308.2020.1733889

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