Artificial Intelligence in Defence

Taylor, Trevor

doi:10.1080/03071847.2019.1694229

Cited by 6 publications

(2 citation statements)

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“…The more uncertainty and equivocality organizations are exposed to (which is high in black swan events), the more information needs to be gathered and processed to realize a given performance level (Burns and Wholey 1993;Dahlmann and Roehrich 2019). Whereas collecting more information and starting to make sense of it following an intelligent client approach reduces an organization's information uncertainty, equivocality requires cognitive skills by managers and organizations and an analytical ability to distinguish novelty, likely utility, and opportunist market behaviours (Taylor 2019). Collected data are often ill-structured, potentially difficult to evaluate, requiring more than one organization to make sense of it (Daft and Lengel 1986;Bode et al 2011).…”

Section: Decision-making During Black Swan Events: Managing Information Asymmetrymentioning

confidence: 99%

Responding to information asymmetry in crisis situations: innovation in the time of the COVID-19 pandemic

Phillips

Roehrich

2021

Public Management Review

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Crises test the resilience of public service organizations. Healthcare providers must respond and innovate within tight constraints to address challenges. Presenting COVID-19 as a knowable unknown (black swan event), we adopt information processing theory to investigate how healthcare providers and their suppliers address information asymmetry to support decision-making. Building on primary and secondary datasets, we demonstrate managers were innovating internal structural responses. For black swan events, in-house 'intelligent clients' are intrinsic not only in managing information uncertainty associated with early stages of the crisis, but also in addressing information equivocality and joint decision-making with other organizations associated with implementing solutions.

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Section: Decision-making During Black Swan Events: Managing Information Asymmetrymentioning

confidence: 99%

Responding to information asymmetry in crisis situations: innovation in the time of the COVID-19 pandemic

Phillips

Roehrich

2021

Public Management Review

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“…This should not be done uncritically as use of computer-based information networks raises concerns that require further research to untangle including issues of privacy, transparency, manipulation, etc. While there are benefits to derive from AI enabled information processing, it should be adopted in ways that aligning with required process specifications and network arrangements (e.g., Taylor, 2019 ). It must also recognize how AI technology interacts with people and affects social institutions to ensure that norms formalized in the digitalized systems align with the values of the social settings where they are deployed (Venkatasubramanian et al, 2020 ).…”

Section: Discussionmentioning

confidence: 99%

Enhancing public sector enterprise risk management through interactive information processing

Andersen,

Young

2023

Front. Res. Metr. Anal.

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IntroductionFederal agencies are increasingly expected to adopt enterprise risk management (ERM). However, public sector adoption of ERM has typically focused on the economic efficiency of tax-financed activities based on control-based practices. This reflects an emphasis on quantifiable concerns that invariably directs attention to risk, that (by definition) relates to identifiable and measurable events, thereby downplaying uncertain and unknown aspects of public exposures. This is a potentially serious shortcoming as government entities often act as society's risk managers of last resort. When extreme events happen what were previously considered private matters can quickly turn into public obligations. Hence, there is a need for proactive assessments of the evolving public risk landscape to discern unpredictable-even unknowable-developments.MethodsThe article reviews recent empirical studies on public risk management practices, effects of digitalization in public sector institutions, current strategic management research, and insights uncovered from a recent study of risk management practices in federal agencies. On this basis, the article explains how the ability to generate value from ERM can be enhanced when it intertwines with local responsive initiatives and central strategic risk analyses. It can form a dynamic adaptive risk management process where insights from dispersed actors inform updated risk analyses based on local autonomy and open exchange of information. This approach builds on specific structural features embedded in culture-driven aspirations to generate collaborative solutions. Its functional mode is an interactive control system with open discussions across levels and functions in contrast to conventional diagnostic controls that monitor predetermined key performance indicators (KPIs) and key risk indicators (KRIs).FindingsBacked by theoretical rationales and empirical research evidence, it is found that applications of ERM frameworks can produce positive results but is unable to deal with a public risk landscape characterized by uncertain unpredictable conditions with potentially extreme outcome effects. It is shown how interactive exchange of fast local insights and slow integrated strategic risk analyses supported by digitized data processing can form a dynamic adaptive system that enable public sector institutions to deal with emergent high-scale exposures. It is explained how the requirement for conducive organizational structures and supportive values require a new strategic risk leadership approach, which is contrasted to observed practices in federal agencies that are constrained by prevailing public governance requirements.DiscussionThe need to deal with uncertainty and unknown conditions demands a cognitive shift in current thinking from a primary focus on risk to also appraise complexity and prepare for the unexpected where data-driven methods can uncover emergent exposures through dynamic information processing. This requires strategic risk leaders that recognize the significance of complex public exposures with many unknowns and a willingness to facilitate digitalized information processing rooted in a collaborative organizational climate. If handled properly, adoption of ERM in public risk management can consider emergent dimensions in complex public exposures applying interactive information processing as a dynamic adaptive risk management approach incorporating digitized methods to solicit collective intelligence for strategic risk updating.

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Technology Aspects of Artificial Intelligence: Industry 5.0 for Organization Decision Making

Chandel

Sharma

2022

Information Systems and Management Science

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Artificial Intelligence in Defence

Cited by 6 publications

References 0 publications

Responding to information asymmetry in crisis situations: innovation in the time of the COVID-19 pandemic

Responding to information asymmetry in crisis situations: innovation in the time of the COVID-19 pandemic

Enhancing public sector enterprise risk management through interactive information processing

Technology Aspects of Artificial Intelligence: Industry 5.0 for Organization Decision Making

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