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Competitor Collaboration Before a Crisis

Author

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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)

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.

Suggested Citation

  • Sea Matilda Bez & Henry Chesbrough, 2020. "Competitor Collaboration Before a Crisis," Post-Print hal-02565068, HAL.
    • Handle: RePEc:hal:journl:hal-02565068
    DOI: 10.1080/08956308.2020.1733889
    Note: View the original document on HAL open archive server: https://hal.science/hal-02565068v1
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    References listed on IDEAS

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    1. David J. Teece, 2007. "Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance," Strategic Management Journal, Wiley Blackwell, vol. 28(13), pages 1319-1350, December.
    2. David J. Teece & Gary Pisano & Amy Shuen, 1997. "Dynamic capabilities and strategic management," Strategic Management Journal, Wiley Blackwell, vol. 18(7), pages 509-533, August.
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    Cited by:

    1. Purva Grover & Arpan Kumar Kar & Yogesh K. Dwivedi, 2022. "Understanding artificial intelligence adoption in operations management: insights from the review of academic literature and social media discussions," Annals of Operations Research, Springer, vol. 308(1), pages 177-213, January.
    2. Korapin Jirapong & Karina Cagarman & Laura von Arnim, 2021. "Road to Sustainability: University–Start-Up Collaboration," Sustainability, MDPI, vol. 13(11), pages 1-19, May.
    3. Frédéric Le Roy & Sea Matilda Bez & Johanna Gast, 2021. "Unpacking the management of Oligo-coopetition strategies in the absence of a moderating third party," Post-Print hal-03349671, HAL.

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    More about this item

    Keywords

    Artificial intelligence; Dynamic capabilities; Competitor collaboration;
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