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Overcoming Barriers to Cross-cultural Cooperation in AI Ethics and Governance
10 references·16 citing·44 second hop
Overcoming Barriers to Cross-cultural Cooperation in AI Ethics and Governance (2020)Overcoming Barriers to Cross-cultural Coo…The global landscape of AI ethics guidelines (2019)The global landscape of AI et…The Chinese Social Credit System: A Model for Other Countries? 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this work references cited by second hop

References

  • 1992Introduction: epistemic communities and international policy coordination7,596 cited
  • 2019The global landscape of AI ethics guidelines6,172 cited
  • 2015The second machine age: work, progress, and prosperity in a time of brilliant technologies4,380 cited
  • 2015Superintelligence: paths, dangers, strategies1,979 cited
  • 2013History of Western Philosophy1,080 cited
  • 2019Human Compatible: Artificial Intelligence and the Problem of Control771 cited
  • 2016Languages Are Still a Major Barrier to Global Science602 cited
  • 2019Artificial Intelligence: American Attitudes and Trends463 cited
  • 2019The Chinese Social Credit System: A Model for Other Countries?149 cited
  • 2008Intercultural Information Ethics71 cited

Cited by

  • 2022Governing artificial intelligence in China and the European Union: Comparing aims and promoting ethical outcomes167 cited
  • 2021Mapping global AI governance: a nascent regime in a fragmented landscape152 cited
  • 2022Rethinking technological acceptance in the age of emotional AI: Surveying Gen Z (Zoomer) attitudes toward non-conscious data collection127 cited
  • 2022At the Tensions of South and North: Critical Roles of Global South Stakeholders in AI Governance87 cited

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2022
Artificial intelligence ethics has a black box problem
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  • 2021Boundaries Between Research Ethics and Ethical Research Use in Artificial Intelligence Health Research55 cited
  • 2025A study on ethical implications of artificial intelligence adoption in business: challenges and best practices55 cited
  • 2021AI led ethical digital transformation: framework, research and managerial implications53 cited
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