The term 'Bridgerton Paradox' is inspired by the Netflix series 'Bridgerton', which depicts a racially inclusive elite society in Regency-era England, challenging traditional historical accuracy in favor of modern tastes and sensibilities. This creative choice mirrors the broader ethical and methodological challenges faced by AI technologies, which must navigate the delicate interplay between contemporary values of diversity and the preservation of historical contexts. This book offers a critical and forward-thinking examination of the interplay between diversity and historical authenticity in AI within the organisational setting. It provides a robust theoretical foundation, practical guidelines, and real-world examples, guiding the development of AI strategies that are both innovative and ethically sound. It will be of great interest to scholars and students of AI in business and society, diversity and inclusion and innovation strategy, as well as practitioners and policymakers seeking a nuanced opinion on the interplay of diversity and AI technologies.
Reihe
Sprache
Verlagsort
Verlagsgruppe
Springer International Publishing
Illustrationen
9
9 s/w Abbildungen
XIX, 105 p. 9 illus.
ISBN-13
978-3-031-99493-7 (9783031994937)
Schweitzer Klassifikation
Somendra Narayan is an Assistant Professor of Strategy and Innovation at the Amsterdam Business School, University of Amsterdam, The Netherlands, and the Director of the Amsterdam Digital Transformation Lab. His research focuses on strategic change in the context of emerging technologies, particularly artificial intelligence, with an emphasis on purposeful and sustainable business model innovation, strategic decision-making under complexity, and the role of cognitive diversity, decolonial thought, and pluralist epistemologies in fostering inclusive innovation. His work further engages with themes like responsible digital transformation, quantum transformations, digital social entrepreneurship, and green-digital twin transitions from a socio-technical systems perspective.
