Social Scoring as an Innovative Tool for Managing Organizational Systems in the Context of Digitalization
Abstract
This article explores the potential of social scoring as an innovative tool for managing organizations in the digital age. Rapid digitalization has created new opportunities and challenges for organizational management, and social scoring has emerged as a promising approach to address them. The study aims to provide a comprehensive analysis of social scoring practices and their implications for organizational efficiency, transparency, and trust. The research design combines theoretical analysis with an in-depth case study of China's social credit system. The authors review the evolution of the social scoring concept and its theoretical foundations across multiple disciplines. They then examine the design and implementation of China's system, which covers a wide range of behaviors and activities of citizens and organizations. The study employs qualitative and quantitative methods to collect and analyze data from various sources, including policy documents, media reports, and expert interviews. The findings suggest that social scoring can effectively incentivize desired behaviors, optimize decision-making, and enhance trust within organizations. However, the study also reveals significant risks and challenges, such as privacy violations, discrimination, and ethical concerns. The authors argue that realizing the full potential of social scoring requires developing legally and ethically sound implementation models tailored to specific sociocultural contexts. The article makes an contribution by providing a nuanced and interdisciplinary understanding of social scoring in organizational management. The study lays a foundation for further research on the future of social scoring and algorithmic governance.
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