Showing 37–48 of 182 articles
When convenience becomes an invoice: The economy of our data
Storing everything in the cloud turns exit into a hidden cost. The entry price masks transfer fees, closed formats, and the real time required for migration.
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Data governance requires more voices than management
Commercial opportunity does not automatically address rights or collective effects. Effective governance requires specific criteria, accessible alternatives, and real correction mechanisms that go beyond the digital interface.
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The portrait that emerges when two lists meet
A registration and a purchase tell different stories. Joining them can let an organisation assign us a third story we never told. Responsibility begins with that connection and with the decisions it makes possible about our lives.
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The Economy of Our Data: Beyond the Promise
Personalization offers relevance in exchange for inference. This convenience can become discriminatory when profiles define opportunities. We analyze how to protect dignity in the data economy.
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The invisible economy of our data
Our data drives invisible labor and economic value. The issue goes beyond advertising; it is how collective knowledge becomes a private asset without the community sharing in its benefits.
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Automation and Work: Who Distributes the Benefits
Technology does not decide on its own who gains time or income. The next debate must focus on how productivity is distributed and who bears responsibility when the system fails or excludes.
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Automation and work: the missing conversation
Including the person doing the task in system design prevents turning experience into resistance and reduces future correction costs.
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The work that disappears inside a score
Counting completed tasks can help organise a service, but evaluating a person requires understanding their assignments and their contribution to shared work. A fair review needs evidence, conversation, and the authority to change an initial judgement.
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Automation: The Cultural Obstacle, Not Technical
Technical safeguards fail when daily incentives prioritize speed over understanding. The real challenge is restructuring work cultures so that human review is viable, not a penalty.
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Automation: The responsibility that cannot be delegated
Even when a system decides, human responsibility remains. We examine how digital interfaces can turn suggestions into authorities and what concrete measures are needed to preserve dignity, justice, and critical review in workplace processes.
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Automation and work: the transition is not equal for all
The technological transition distributes opportunities based on time, money, and job security. Analyzing who bears the real cost of adaptation allows for designing fairer and more responsible systems in work management.
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Selective workplace surveillance: An invisible inequality
Workplace surveillance is not neutral. When it falls on some positions and not others, inequality is amplified. We analyze how the precision of control depends less on necessity than on workers' ability to resist, proposing a fairer and more transparent management approach.
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