Art Recognition is a Swiss technology company headquartered in Adliswil, within the Zurich metropolitan area, Switzerland. Art Recognition specializes in the application of artificial intelligence (AI) for art authentication and the detection of art forgeries. == Overview == Art Recognition was established in 2019 by Dr. Carina Popovici and Christiane Hoppe-Oehl. Art Recognition employs a combination of machine learning techniques, computer vision algorithms, and deep neural networks to assess the authenticity of artworks. The company's technology undergoes a process of data collection, dataset preparation, and training. === Academic partnerships and grants === Art Recognition has established a relationship with Innosuisse, a Swiss innovation agency, to expand its research and development initiatives. It has also formed a strategic collaboration with Nils Büttner, an art historian and professor at the State Academy of Fine Arts Stuttgart (ABK Stuttgart). === Notable developments === In May 2024, Art Recognition played a key role in identifying counterfeit artworks, including alleged Monets and Renoirs, being sold on eBay. Germann Auction in November 2024 became the first auction house to successfully conduct a sale of artwork authenticated entirely by artificial intelligence. As of January 2025, Art Recognition has appointed art crime expert and Pulitzer Prize finalist Noah Charney as an advisor. === Recognition and debates === The company was featured on the front page of The Wall Street Journal for its involvement in the authentication case of the Flaget Madonna, believed to have been partly painted by Raphael. A broadcast by the Swiss public television SRF covered how the algorithm can be used to detect art forgeries with high accuracy. The technology developed by Art Recognition has been recognized for its role in providing a technology-based art authentication solution, compared to traditional methods. == Controversial cases == Art Recognition's AI algorithm has been applied to several high-profile and controversial artworks, sparking significant interest and debate in the art world. Samson and Delilah at the National Gallery in London: The National Gallery's "Samson and Delilah", traditionally attributed to the artist Rubens, has also been examined using Art Recognition's AI, which has assessed the painting as non-authentic. De Brecy Tondo Madonna. A research team from Bradford University and the University of Nottingham initially attributed the painting to Raphael, employing an AI face recognition software, while the AI developed at Art Recognition returned a negative result. The Bradford group's AI was trained on 49 images, whereas Art Recognition employed a larger dataset of over 100 images. Lucian Freud Painting Controversy: Featured in The New Yorker, a painting attributed to Lucian Freud became a subject of dispute. Art Recognition's AI analysis played a big role in examining the painting's authenticity. Titian at Kunsthaus Zürich: A painting attributed to Titian, housed at Kunsthaus Zürich, has been a topic of debate among art experts. The application of Art Recognition's technology offered a new perspective. Following this debate, Kunsthaus Zürich has announced plans to initiate a comprehensive project aimed at resolving the authenticity questions surrounding the painting. Art Recognition has contributed to the authentication debate surrounding The Polish Rider, a painting traditionally attributed to Rembrandt but subject to scholarly debate.
Mistral Vibe
Mistral Vibe or Vibe (Le Chat until May 2026), is a chatbot that uses generative artificial intelligence developed in France by Mistral AI. Mistral Vibe is available in iOS and Android. Its services are operated on a freemium model. == History == In February 2024, Mistral AI released Le Chat. In January 2025, Mistral AI made a content deal with Agence France-Presse (AFP) that lets Le Chat query AFP's entire archive dating back to 1983. On 6 February 2025, a mobile app for Le Chat was released for iOS and Android, and a subscription tier, Pro, was introduced at a cost of $14.99 per month. In July 2025, Mistral AI released Voxtral, an open-source language model that understands and generates audio. Mistral introduced a voice mode for chatting that uses Voxtral, and projects, which allows grouping chats and files. In September 2025, Le Chat introduced the capability to remember previous conversations. In May 2026, Mistral AI announced the rebrand from Le Chat to Mistral Vibe and new features were introduced at the same time.
Virtual data room
A virtual data room (sometimes called a VDR or Deal Room) is an online repository of information that is used for the storing and distribution of documents. In many cases, a virtual data room is used to facilitate the due diligence process during an M&A transaction, loan syndication, or private equity and venture capital transactions. This due diligence process has traditionally used a physical data room to accomplish the disclosure of documents. For reasons of cost, efficiency and security, virtual data rooms have widely replaced the more traditional physical data room. A virtual data room is an extranet to which the bidders and their advisers are given access via the internet. An extranet is essentially a website with limited controlled access, using a secure log-on supplied by the vendor, which can be disabled at any time, by the vendor, if a bidder withdraws. Much of the information released is confidential and restrictions are applied to the viewer's ability to release this to third parties (by means of forwarding, copying or printing). This can be effectively applied to protect the data using digital rights management. The virtual data room provides access to secure documents for authorized users through a dedicated web site, or through secure agent applications. In the process of mergers and acquisitions the data room is set up as part of the central repository of data relating to companies or divisions being acquired or sold. The data room enables the interested parties to view information relating to the business in a controlled environment where confidentiality can be preserved. Conventionally this was achieved by establishing a supervised, physical data room in secure premises with controlled access. In most cases, with a physical data room, only one bidder team can access the room at a time. A virtual data room is designed to have the same advantages as a conventional data room (controlling access, viewing, copying and printing, etc.) with fewer disadvantages. Due to their increased efficiency, many businesses and industries have moved to using virtual data rooms instead of physical data rooms. In 2006, a spokesperson for a company which sets up virtual deal rooms was reported claiming that the process reduced the bidding process by about thirty days compared to physical data rooms. In the process of startup fundraising, a virtual data room is set up to be a central location for key data, documents, and financials. These are shared with venture capital and angel investors and allows them to streamline due diligence. == Application == Any business dealing with private data can apply VDRs when secure transaction processing is required. This includes financial institutions that need to negotiate confidential customer information without involving third parties. VDRs have traditionally been used for IPOs and real estate asset management. Technology companies may use them to exchange and review code or confidential data needed for operations. The same is true for clients, who entrust their valuable code only to the most qualified people in the organisation. The code is not something that can be printed out and brought in a folder. It resides on a computer and must be used together. VDR can find application in any business that manages data in the form of documents, especially law firms, financial advisers or the B2B sector. The latter work with documents that must always be handled and controlled confidentially, and it is difficult to store them securely when they are on a server that other people can access. In addition, in B2B, it is important to close the deal as quickly as possible: the average sales cycle is one to three months. VDR can be compared to a locked filing cabinet where all those folders and documents are kept. It automates the mathematics of pricing to prevent revenue leakage, and initially integrates CRM to ensure accurate synchronisation of all account data, which is important for B2B in particular and sales in general. While virtual data rooms offer many advantages, they are not suitable for every industry. For example, some governments may decide to continue using physical data rooms for highly confidential information sharing. The damage from potential cyberattacks and data breaches exceeds the benefits offered by virtual data rooms. In such cases, the use of VDRs is not considered. Data breaches have particularly affected the US healthcare system from March 2021 to March 2022 - according to IBM Security the cost of the breach was a record high of $10.1 million.
Document
A document is a written, drawn, presented, or memorialized representation of thought, often the manifestation of non-fictional, as well as fictional, content. The etymology of the word "document" derives from the Latin documentum, which denotes a "teaching" or "lesson": the verb doceō denotes "to teach". Historically, the term "document" was usually used to indicate written proof useful as evidence of a truth or fact. In the Computer Age, the term "document" typically refers to a primarily textual computer file, encompassing its structural and format elements, such as fonts, colors, and images. In the contemporary era, the definition of "document" has expanded beyond its traditional medium, such as paper, to encompass electronic documents as well. History, events, examples, opinions, stories, and creativity can all be expressed in documents. "Documentation" is distinct because it has more denotations than "document". Documents are also distinguished from "realia", which are three-dimensional objects that would otherwise satisfy the definition of "document" because they memorialize or represent thought. Documents are usually considered to be two-dimensional representations. == Abstract definitions == The concept of "document" has been defined by Suzanne Briet as "any concrete or symbolic indication, preserved or recorded, for reconstructing or for proving a phenomenon, whether physical or mental." An often-cited article concludes that "the evolving notion of document" among Jonathan Priest, Paul Otlet, Briet, Walter Schürmeyer, and the other documentalists increasingly emphasized whatever functioned as a document rather than traditional physical forms of documents. The shift to digital technology would seem to make this distinction even more important. David M. Levy has said that an emphasis on the technology of digital documents has impeded our understanding of digital documents as documents. A conventional document, such as a mail message or a technical report, exists physically in digital technology as a string of bits, as does everything else in a digital environment. As an object of study, it has been made into a document. It has become physical evidence by those who study it. "Document" is defined in library and information science and documentation science as a fundamental, abstract idea: the word denotes everything that may be represented or memorialized to serve as evidence. The classic example provided by Briet is an antelope: "An antelope running wild on the plains of Africa should not be considered a document[;] she rules. But if it were to be captured, taken to a zoo and made an object of study, it has been made into a document. It has become physical evidence being used by those who study it. Indeed, scholarly articles written about the antelope are secondary documents, since the antelope itself is the primary document." This opinion has been interpreted as an early expression of actor–network theory. == Kinds == A document can be structured, like tabular documents, lists, forms, or scientific charts, semi-structured like a book or a newspaper article, or unstructured like a handwritten note. Documents are sometimes classified as secret, private, or public. They may also be described as drafts or proofs. When a document is copied, the source is denominated the "original". Documents are used in numerous fields, e.g.: Academia: manuscript, thesis, paper, journal, chart, and technical drawing Media: mock-up, script, image, photography, and newspaper article Administration, law, and politics: application, brief, certificate, commission, constitutional document, form, gazette, identity document, license, manifesto, summons, census, and white paper Business: invoice, request for proposal, proposal, contract, packing slip, manifest, report (detailed and summary), spreadsheet, material safety data sheet, waybill, bill of lading, financial statement, nondisclosure agreement (NDA), mutual nondisclosure agreement, and user guide Geography and planning: topographic map, cadastre, legend, and architectural plan Such standard documents can be drafted based on a template. == Drafting == The page layout of a document is how information is graphically arranged in the space of the document, e.g., on a page. If the appearance of the document is of concern, the page layout is generally the responsibility of a graphic designer. Typography concerns the design of letter and symbol forms and their physical arrangement in the document (see typesetting). Information design concerns the effective communication of information, especially in industrial documents and public signs. Simple textual documents may not require visual design and may be drafted only by an author, clerk, or transcriber. Forms may require a visual design for their initial fields, but not to complete the forms. == Media == Traditionally, the medium of a document was paper and the information was applied to it in ink, either by handwriting (to make a manuscript) or by a mechanical process (e.g., a printing press or laser printer). Today, some short documents also may consist of sheets of paper stapled together. Historically, documents were inscribed with ink on papyrus (starting in ancient Egypt) or parchment; scratched as runes or carved on stone using a sharp tool, e.g., the Tablets of Stone described in the Bible; stamped or incised in clay and then baked to make clay tablets, e.g., in the Sumerian and other Mesopotamian civilizations. The papyrus or parchment was often rolled into a scroll or cut into sheets and bound into a codex (book). Contemporary electronic means of memorializing and displaying documents include: Monitor of a desktop computer, laptop, tablet; optionally with a printer to produce a hard copy; Personal digital assistant; Dedicated e-book device; Electronic paper, typically, using the Portable Document Format (PDF); Information appliance; Digital audio player; and Radio and television service provider. Digital documents usually require a specific file format to be presentable in a specific medium. == In law == Documents in all forms frequently serve as material evidence in criminal and civil proceedings. The forensic analysis of such a document is within the scope of questioned document examination. To catalog and manage the large number of documents that may be produced during litigation, Bates numbering is often applied to all documents in the lawsuit so that each document has a unique, arbitrary, identification number.
Artificial intelligence in Brazilian industry
In 2022, 16.9% (1,620) of the 9,586 Brazilian industrial companies with 100 or more employees used artificial intelligence in their operations Among the companies that used AI, the areas of administration (73.8%), product project development (65.9%), processes, services and marketing (65.1%) were those that used it the most, followed by the areas of production (56.4%) and logistics (48.4%). == Current scenario == === Adoption in Brazilian industrial sectors === In senior management, the majority (56%) of executives have a long-term vision for its use. The study also shows that IT, Innovation, and Marketing are the areas where AI use is most widespread, and that 43% of companies are developing or adapting the algorithms they use. The majority of large institutions that reported some type of AI use purchased these solutions from other companies (76%). Some factors for the adoption of artificial intelligence in companies include the establishment of an autonomous strategy by the company (87.0%), and the influence of suppliers and/or customers (63.0%) and the main difficulties in using technologies were high costs (80.8%), lack of qualified personnel in the company (54.6%) and excessive economic risks (49.5%). Three variables are considered the most relevant to explain the option to use AI: the implementation of a digital security policy, the size of companies with 250 or more employees and the characteristics of the company related to information and communication. When analyzing AI use by company size in Brazil, large companies have the highest proportion of AI use, mainly due to their investment capacity and technology experimentation. However, when comparing Brazil and Europe, indicators show an acceleration in AI use among large European companies, while in Brazil the situation remains stable. In 2023, 30% of large companies in the European bloc used some type of AI, a figure that rose to 41% in 2024, while in Brazil these proportions were 41% in 2023 and 38% in 2024. === Workforce === The challenge of upskilling begins with employees who are capable of understanding recent technological changes. Similarly, companies must create the environment and conditions for workforce development conducive to innovation, and universities must be prepared to provide knowledge aligned with the transition process, which in turn must be supported by public policies. The concern with training a specialized workforce in AI can be seen in the low number of graduates and PhDs in computer science and computer engineering in Brazil, compared to the number shown in other countries. As recorded in the document Recommendations for the Advancement of Artificial Intelligence in Brazil, 2019 data from the Coordination for the Improvement of Higher Education Personnel (CAPES) indicate that "the number of PhDs graduated annually in computing remained below 400 in 2016, and is not expected to have increased during the Covid-19 pandemic" (ABC, 2023). In the United States, by contrast, the number of PhDs graduated in these two areas has remained around 1,800 for the past 11 years, and during this period, the number of PhDs specializing in AI jumped from 10% to 19%. Based on data from the CNPq Lattes Platform (October 2019), it is possible to observe that the number of professionals in the AI field in Brazil is 4,429 specialists. This is still a small number compared to the 415,166 IT jobs in the country's business sector alone. === R&D, scientific production and integration with industry === China and the United States lead in the number of publications. These two countries are followed by the G7 members: India, Austria, South Korea, and Spain. Brazil appears in the next group, alongside the Netherlands, Russia, Indonesia, and Ireland. Regarding the promotion of research and technologies related to AI, public entities such as the Coordination for the Improvement of Higher Education Personnel (Capes) and the National Council for Scientific and Technological Development (CNPq) stood out as the main funders. Currently, different countries and territories have been promoting the development of Artificial Intelligence (AI). In the Brazilian case, one of the main initiatives is the creation of Engineering Research Centers/Applied Research Centers (CPE/CPA) in AI by the São Paulo Research Foundation (FAPESP), in collaboration with the Ministry of Science, Technology and Innovation (MCTI), the Ministry of Communications (MC) and the Brazilian Internet Steering Committee (CGI.br). In terms of the number of patents filed and the volume of investments, the leading nations in AI are the United States, China, France, Germany, the United Kingdom, Russia, India, Switzerland, Japan, South Korea, the Netherlands, Sweden, Finland, Ireland, Singapore, Canada, Israel, and Italy. Brazil appears among the top twenty countries in some rankings, mainly due to its good number of publications (approximately 10% of the number of articles published by the United States). The US is home to approximately 60% of the world's top AI researchers, followed by China (11%), Europe (10%), and Canada (6%). To change this scenario, in August 2024, the Brazilian government announced an investment of R$23 billion until 2028 in artificial intelligence, seeking to “transform the country into a global reference in innovation”. == Future challenges == The Organization for Economic Cooperation and Development (2020) report highlighted three factors that hinder the digital transformation journey and application of AI in Brazil: insufficient infrastructure, high costs due to the tax system, and financial limitations, such as limited access to financing. The costs of adopting technology, its incompatibility with the business, and the lack of training also represent obstacles that Brazilian industry must overcome. There are also inherent obstacles for companies. A McKinsey review emphasizes that once a company chooses one or more sectors to focus on, it must select specific applications. Buyers aren't interested in artificial intelligence simply because it's a breakthrough technology; they want AI to generate a good return on investment, whether by solving specific problems, saving money, or increasing sales. If an AI vendor tried to offer a horizontal solution, the value proposition might not be as compelling. Part of the solution to Brazil's technological backwardness involves building an ecosystem fueled by private institutions, universities, and governments.
Altibase
Altibase is a hybrid database, relational database management system manufactured by the Altibase Corporation. The software's hybrid architecture allows it to access both memory-resident and disk-resident tables using single interface. It supports both synchronous and asynchronous replication and offers real-time ACID compliance. Support is also offered for a variety of SQL standards and programming languages. Other important capabilities include data import and export, data encryption for security, multiple data access command sets, materialized view and temporary tables, and others. == History == From 1991 through 1997 the Mr. RT project was an in-memory database research project, conducted by the Electronics and Telecommunications Research Institute a government-funded research organization in South Korea. Altibase was incorporated in 1999. Altibase acquired an in-memory database engine from the Electronics and Telecommunications Research Institute in February 2000, and commercialized the database in October of the same year. In 2001, Altibase changed the name of the in-memory database product from "Spiner" to "Altibase" in 2001. In 2004, Altibase integrated the in-memory database with a disk-resident database to create a hybrid DBMS, released version 4.0 and renamed it as ALTIBASE HDB. Altibase released version 5.5.1 and 6.1.1 in 2012, version 6.3.1 in November 2013, and 6.5.1 in May 2015. Altibase claims that this is the world's first hybrid DBMS. Altibase released its open source edition version 7.1, however, closed the source in 2023. In August 2023, Altibase released its cloud-optimized version 7.3. === Awards === In 2006, Received the Presidential Award at the Korea Software Awards In 2007, Selected as World-Class Product by the Ministry of Commerce, Industry and Energy In 2009, Awarded the Outstanding Product Award in China's Telecommunications Industry In 2009, Received Outstanding Product Award at the China Billing China 2009 Telecommunication Industry Awards In 2010, Commendation from the Minister of Knowledge Economy for Technological Practicalization In 2011, Received the Grand Prize at the 10th Software Enterprise Competitiveness Award In 2011, Selected as Top 10 Emerging Technologies and received Special Award at the Korea Technology Grand Prize In 2012, Awarded for Contributions to Military Manpower Administration In 2014~2016, Included in Gartner Magic Quadrant for Operational DBMS In 2015, Selected as Outstanding BSS by China Fujian Mobile. In 2023, Awarded as the Excellent Research and Development Institution by the Korean Ministry Science and ICT In 2023, Won the Global Premium Commercial Software Presidential Award at the 9th Global Commercial Software Grand Exhibition in Korea === Release === The first version, called Spiner, was released in 2000 for commercial use. It took half of the in-memory DBMS market share in South Korea. In 2002 the second version was released renamed to Altibase v2.0. By 2003, Altibase v3.0 was released and it entered the Chinese market. Released version 4.0 with hybrid architecture, combining RAM and disk databases, was released in 2004. In 2005 Altibase began working with Chinese telecommunications providers for billing systems, and some financial companies in Taiwan, China, for home trading systems. The software was certified by the Telecommunications Technology Association. The Ministry of Government Administration and Home Affairs gave it an award in 2006. Offices in China and United States opened in 2009. In 2011, version 5.5.1 was renamed it to HDB (for "hybrid database"). The Altibase Data Stream product for complex event processing was renamed DSM. The product received a Korean technology award. Altibase introduced certification services. In 2012, HDB Zeta and Extreme were announced, and DSM renamed to CEP. In 2013, yet another variant called XDB was announced, and the company received ISO/IEC 20000 certification. In 2018, Altibase went open source. Altibase went open source in February, 2018. Altibase Corp has made the decision to discontinue the Altibase 7.1 open source edition, effective March 17, 2023. As a result, the open-source edition of Altibase 7.1 will no longer be available for download or use. Altibase released version 7.3 in September, 2023, its notable feature is the world’s first hybrid partition, allowing data to be stored in both memory and on disk at the partition level. Version 7.3 also added parallel processing capabilities for high-speed performance in both partitioned and non-partitioned scenarios. Improving potential bottlenecks associated with Commit and logging that impact transaction performance, version 7.3 has achieved an approximately 490% enhancement in performance compared to previous versions. === Release history === == Clients == According to marketing research, Altibase have over 700 customers and more than 8,000 of installations and deployments, including 22 Fortune Global 500 Companies. Altibase's clients in the telecommunications, financial services, manufacturing, and utilities sectors include Bloomberg, AT&T, LG, Intel, LGU+, ETRADE, HP, UAT Inc., POSCO, SK Telecom, KT Corporation, Samsung Electronics, Shinhan Bank, Woori Bank, Canon(Toshiba), Hanhwa, The South Korean Ministry of Defense, G-Market, CJ, and Chung-Ang University. === Global clients === Japan FX Prime, a foreign exchange services company Retela Crea Securities United States AT&T Implemented Altibase for its PS-LTE Safety network, where the Presence service plays a vital role. This service handles the reception and storage of user information, conducting real-time checks for online presence and location as needed. Canada Telus One of the major telecommunication companies. Utilizes Altibase for its operations involving real-time user management, processing high volumes of dedicated terminal data, and managing real-time location information (GIS) for terminals. Altibase contributes to the company's in-house solution for maintaining uninterrupted services during national disasters or similar situations, ensuring efficiency and reliability. China China Mobile, China Unicom, China Telecom The three major telecommunications companies. Utilize ALTIBASE HDB in 29 of 31 Chinese provinces. Turkish Ziraat Bank, Halk Bank, Deniz Bank, Garanti BBVA, TEB, Oyak Bank, QNB, Burgan Bank, and others. In 2018, Altibase entered the market through a partnership with ATP-Tradesoft, a subsidiary of Ata Holdings. Collaborating with ATP-Tradesoft. Altibase integrated into the Online Trading System XFront. This integration was well-received by major financial institutions and securities firms in Turkey. Altibase is currently implemented in the XFront Online Trading System, used by 13 significant financial institutions and banks in the Turkey. Thailand Bualuang Securities Altibase has been supplied its DBMS to support the construction of the online stock trading platform. Mongolia MobiCom The Mongolian telecommunication giant, has adopted Altibase’s 7.0 version for its mobile platform for storing the infrequently used data. Azerbaijan M1 highway Altibase has been supplied as the Database Management System (DBMS) for the electronic toll collection system. One of the most crucial transportation networks in the country. India State-owned Karur Vysya Bank In 2013, Altibase provided its hybrid database solution and was deployed for the online banking system === Industries === Telecommunications LGU+ SK Telecom KT Corporation AT&T Telus Financial services Shinhan Bank Woori Bank KakaoPay Securities Implemented Altibase in its stock trading system Leveraging Altibase's replication feature, along with offline replication through shared disk and adapter functionality, the system ensures a high level of availability and consistency, with a reliability rate of 99.999% even in the event of system failures. COREDAX Cryptocurrency market Altibase has entered into a strategic partnership by signing a database management system (DBMS) supply contract with the cryptocurrency exchange Bloomberg ETRADE Manufacturing Samsung Electronics LG POSCO Hanhwa Canon(Toshiba) Intel HP Utilities South Korean Ministry of Defense G-Market CJ UAT Inc. Chung-Ang University == Features == Altibase is a so-called "hybrid DBMS", meaning that it simultaneously supports access to both memory-resident and disk-resident tables via a single interface. It is compatible with Solaris, HP-UX, AIX, Linux, and Windows. It supports the complete SQL standard, features Multiversion concurrency control (MVCC), implements Fuzzy and Ping-Pong Checkpointing for periodically backing up memory-resident data, and ships with Replication and Database Link functionality. High performance, large -capacity service Fast real-time data processing and large amounts of data stable Provide parallel processing architecture for large data management Developed and provided Hybrid Partitioned Table function for efficiency according to data personality High stability
Algorithmic management
Algorithmic management is a term used to describe certain labor management practices in the contemporary digital economy. In scholarly uses, the term was initially coined in 2015 by Min Kyung Lee, Daniel Kusbit, Evan Metsky, and Laura Dabbish to describe the managerial role played by algorithms on the Uber and Lyft platforms, but has since been taken up by other scholars to describe more generally the managerial and organisational characteristics of platform economies. However, digital direction of labor was present in manufacturing already since the 1970s and algorithmic management is becoming increasingly widespread across a wide range of industries. The concept of algorithmic management can be broadly defined as the delegation of managerial functions to algorithmic and automated systems. Algorithmic management has been enabled by "recent advances in digital technologies" which allow for the real-time and "large-scale collection of data" which is then used to "improve learning algorithms that carry out learning and control functions traditionally performed by managers". The term does not refer to a specific underlying technology, and encompasses the design choices, organisational policies, and governance that surround the managerial use of algorithms in workplaces. In the contemporary workplace, firms employ an ecology of accounting devices, such as "rankings, lists, classifications, stars and other symbols' in order to effectively manage their operations and create value without the need for traditional forms of hierarchical control." Many of these devices fall under the label of what is called algorithmic management, and were first developed by companies operating in the sharing economy or gig economy, functioning as effective labor and cost cutting measures. The Data&Society explainer of the term, for example, describes algorithmic management as 'a diverse set of technological tools and techniques that structure the conditions of work and remotely manage workforces. Data&Society also provides a list of five typical features of algorithmic management: Prolific data collection and surveillance of workers through technology; Real-time responsiveness to data that informs management decisions; Automated or semi-automated decision-making; Transfer of performance evaluations to rating systems or other metrics; and The use of "nudges" and penalties to indirectly incentivize worker behaviors. Proponents of algorithmic management claim that it "creates new employment opportunities, better and cheaper consumer services, transparency and fairness in parts of the labour market that are characterised by inefficiency, opacity and capricious human bosses." On the other hand, critics of algorithmic management claim that the practice leads to several issues, especially as it impacts the employment status of workers managed by its new array of tools and techniques. == History of the term == "Algorithmic management" was first described by Lee, Kusbit, Metsky, and Dabbish in 2015 in their study of the Uber and Lyft platforms. In their study, Lee et al. termed "software algorithms that assume managerial functions and surrounding institutional devices that support algorithms in practice" algorithmic management. Software algorithms, it was said, are increasingly used to "allocate, optimize, and evaluate work" by platforms in managing their vast workforces. In Lee et al.'s paper on Uber and Lyft this included the use of algorithms to assign work to drivers, as mechanisms to optimise pricing for services, and as systems for evaluating driver performance. In 2016, Alex Rosenblat and Luke Stark sought to extend on this understanding of algorithmic management "to elucidate on the automated implementation of company policies on the behaviours and practices of Uber drivers." Rosenblat and Stark found in their study that algorithmic management practices contributed to a system beset by power asymmetries, where drivers had little control over "critical aspects of their work", whereas Uber had far greater control over the labor of its drivers. Since this time, studies of algorithmic management have extended the use of the term to describe the management practices of various firms, where, for example, algorithms "are taking over scheduling work in fast food restaurants and grocery stores, using various forms of performance metrics ad even mood... to assign the fastest employees to work in peak times." Algorithmic management is seen to be especially prevalent in gig work on platforms, such as on Upwork and Deliveroo, and in the sharing economy, such as in the case of Airbnb. Furthermore, recent research has defined sub-constructs that fall under the umbrella term of algorithmic management, for example, "algorithmic nudging". A Harvard Business Review article published in 2021 explains: "Companies are increasingly using algorithms to manage and control individuals not by force, but rather by nudging them into desirable behavior — in other words, learning from their personalized data and altering their choices in some subtle way." While the concept builds on nudging theory popularized by University of Chicago economist Richard Thaler and Harvard Law School professor Cass Sunstein, "due to recent advances in AI and machine learning, algorithmic nudging is much more powerful than its non-algorithmic counterpart. With so much data about workers' behavioral patterns at their fingertips, companies can now develop personalized strategies for changing individuals' decisions and behaviors at large scale. These algorithms can be adjusted in real-time, making the approach even more effective." == Relationships with other labor management practices == Algorithmic management has been compared and contrasted with other forms of management, such as Scientific management approaches, as pioneered by Frederick Taylor in the early 1900s. Henri Schildt has called algorithmic management "Scientific management 2.0", where management "is no longer a human practice, but a process embedded in technology." Similarly, Kathleen Griesbach, Adam Reich, Luke Elliott-Negri, and Ruth Milkman suggest that, while "algorithmic control over labor may be relatively new, it replicates many features of older mechanisms of labor control." On the other hand, some commentators have argued that algorithmic management is not simply a new form of Scientific management or digital Taylorism, but represents a distinct approach to labor control in platform economies. David Stark and Ivana Pais, for example, state that, "In contrast to Scientific Management at the turn of the twentieth century, in the algorithmic management of the twenty-first century there are rules but these are not bureaucratic, there are rankings but not ranks, and there is monitoring but it is not disciplinary. Algorithmic management does not automate bureaucratic structures and practices to create some new form of algorithmic bureaucracy. Whereas the devices and practices of Taylorism were part of a system of hierarchical supervision, the devices and practices of algorithmic management take place within a different economy of attention and a new regime of visibility. Triangular rather than vertical, and not as a panopticon, the lines of vision in algorithmic management are not lines of supervision." Similarly, Data&Society's explainer for algorithmic management claims that the practice represents a marked departure from earlier management structures that more strongly rely on human supervisors to direct workers. In analyzing the difference and the similarities to previous management styles, David Stark and Pieter Vanden Broeck expand the applicability of algorithmic management beyond the workplace. They develop a theory of algorithmic management in terms of broader changes in the shape and structure of organization in the 21st century, attentive to the erosion of organization's boundaries whereby heterogeneous actors, assets, and activities, are coopted regardless of their place in organizational space. Stark and Vanden Broeck propose the following means of differentiating algorithmic management from other historical managerial paradigms: == Issues == Algorithmic management can provide an effective and efficient means of workforce control and value creation in the contemporary digital economy. However, commentators have highlighted several issues that algorithmic management poses, especially for the workers it manages. Criticisms of the practice often highlight several key issues pertaining to algorithmic management practices, such as the imperfection and scope of its surveillance and control measures, which also threaten to lock workers out of key decision-making processes; its lack of transparency for users and information asymmetries; its potential for bias and discrimination; its dehumanizing tendencies; and its potential to create conditions which sidestep traditional employer-employee accountability. This last point has been especi