The Illusion of Transparency: Examining Power Dynamics in AI Implementation Strategies
Keywords:
artificial intelligence, customer relationship management, transparency, BourdieuAbstract
Organisational transparency is often seen as synonymous with greater fairness and as a factor leading to better performance. At the same time, despite its low implementation success rate, the spread of artificial intelligence (AI) and its integration into management tools are seen as technological advances enabling greater transparency within companies. How is the notion of transparency implicated, or even instrumentalised, during the implementation of AI? To answer this research question, we draw on Bourdieu’s theory of practice to conceptualise transparency as a practice situated in fields of power characterised by an unequal distribution of different types of capital. In this study, we seek to reveal the practices associated with the implementation of AI in customer relations teams. Based on two case studies, we discuss the discrepancies between the initial rhetoric that supported the implementation of AI and its consequences on the ground. The analysis focuses on the stakes and transfers of power within the organisation and on the types of transparency promoted by AI. The results show that, while the implementation was justified by transparency based on greater visibility of processes and the revelation of new data – two dimensions that aim to support the work of users – it can ultimately be seen as a means of increasing the ability to control and monitor their work.