{"title":"企业巨型主义时代知识问题的再思考","authors":"Frank A. Pasquale","doi":"10.14361/9783839447192-017","DOIUrl":null,"url":null,"abstract":"A preeminent theorist of laissez-faire, Friedrich von Hayek called the “knowledge problem” an insuperable barrier to central planning. Knowledge about the price of supplies and labor, and consumers’ ability and willingness to pay, is so scattered and protean that even the most knowledgeable authorities cannot access all of it. No person knows everything about how goods and services in an economy should be priced. No central decision maker can grasp the idiosyncratic preferences, values, and purchasing power of millions of individuals. That kind of knowledge, Hayek said, is distributed. However, in an era of artificial intelligence and mass surveillance, the allure of central planning has reemerged—this time, in the form of massive firms. Having logged and analyzed billions of transactions, Amazon knows intimate details about all its customers and suppliers. It can carefully calibrate screen displays to herd buyers toward certain products or shopping practices, or to copy sellers with its own, cheaper, in-house offerings. Mark Zuckerberg aspires to omniscience of consumer desires, profiling nearly everyone in Facebook, Instagram, and Whatsapp, and then leveraging that data trove to track users across the web and into the real world (via mobile usage and device fingerprinting). Indeed, you don’t have to use any of those apps to end up in Facebook/Instagram/Whatsapp files—profiles can be assigned to you. Google’s “database of intentions” is legendary, and antitrust authorities around the world have looked with increasing alarm at its ability to squeeze out rivals from search results once it gains an interest in their lines of business. Google knows not merely what consumers are searching for, but also what other businesses are searching, buying, emailing, planning—a truly unparalleled match of data processing capacity to raw communication f lows. Nor is this logic limited to the online context. Concentration is paying dividends for the largest banks (widely assumed to be too big to fail), and major","PeriodicalId":151185,"journal":{"name":"The Democratization of Artificial Intelligence","volume":"29 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2019-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1","resultStr":"{\"title\":\"Rethinking the Knowledge Problem in an Era of Corporate Gigantism\",\"authors\":\"Frank A. 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引用次数: 1
摘要
自由放任主义的杰出理论家弗里德里希•冯•哈耶克(Friedrich von Hayek)称“知识问题”是中央计划不可逾越的障碍。有关供应品和劳动力价格以及消费者支付能力和意愿的信息是如此分散和多变,以至于即使是知识最渊博的当局也无法掌握所有信息。没有人知道一个经济体中的商品和服务应该如何定价。没有一个中央决策者能够掌握数百万个人的特殊偏好、价值观和购买力。哈耶克说,这种知识是传播的。然而,在人工智能和大规模监控的时代,中央计划的吸引力再次出现——这一次,以大型公司的形式出现。在记录和分析了数十亿笔交易后,亚马逊了解所有客户和供应商的私密细节。它可以仔细调整屏幕显示,引导买家购买某些产品或购物习惯,或者模仿卖家提供自己的、更便宜的内部产品。马克·扎克伯格(Mark Zuckerberg)渴望对消费者的需求无所不知,他对Facebook、Instagram和Whatsapp上的几乎每个人都进行了分析,然后利用这些数据在网络上和现实世界中追踪用户(通过移动使用和设备指纹识别)。事实上,你不必使用这些应用程序中的任何一个,就能在Facebook/Instagram/Whatsapp的文件中留下自己的个人资料——个人资料可以被分配给你。谷歌的“意图数据库”是一个传奇,世界各地的反垄断机构越来越警惕谷歌一旦对竞争对手的业务产生兴趣,就有能力将其从搜索结果中挤出市场。谷歌不仅知道消费者在搜索什么,还知道其他企业在搜索什么、购买什么、发什么邮件、做什么计划——在数据处理能力和原始通信流方面,谷歌真是无与伦比。这种逻辑并不局限于网络环境。集中化正在为大型银行(普遍认为它们太大而不能倒)和大型银行带来红利
Rethinking the Knowledge Problem in an Era of Corporate Gigantism
A preeminent theorist of laissez-faire, Friedrich von Hayek called the “knowledge problem” an insuperable barrier to central planning. Knowledge about the price of supplies and labor, and consumers’ ability and willingness to pay, is so scattered and protean that even the most knowledgeable authorities cannot access all of it. No person knows everything about how goods and services in an economy should be priced. No central decision maker can grasp the idiosyncratic preferences, values, and purchasing power of millions of individuals. That kind of knowledge, Hayek said, is distributed. However, in an era of artificial intelligence and mass surveillance, the allure of central planning has reemerged—this time, in the form of massive firms. Having logged and analyzed billions of transactions, Amazon knows intimate details about all its customers and suppliers. It can carefully calibrate screen displays to herd buyers toward certain products or shopping practices, or to copy sellers with its own, cheaper, in-house offerings. Mark Zuckerberg aspires to omniscience of consumer desires, profiling nearly everyone in Facebook, Instagram, and Whatsapp, and then leveraging that data trove to track users across the web and into the real world (via mobile usage and device fingerprinting). Indeed, you don’t have to use any of those apps to end up in Facebook/Instagram/Whatsapp files—profiles can be assigned to you. Google’s “database of intentions” is legendary, and antitrust authorities around the world have looked with increasing alarm at its ability to squeeze out rivals from search results once it gains an interest in their lines of business. Google knows not merely what consumers are searching for, but also what other businesses are searching, buying, emailing, planning—a truly unparalleled match of data processing capacity to raw communication f lows. Nor is this logic limited to the online context. Concentration is paying dividends for the largest banks (widely assumed to be too big to fail), and major