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Brace yourself! Why managers should adopt a synthetic media incident response playbook in an age of falsity and synthetic media
Whittaker, Lucas Kietzmann, Jan Letheren, Kate Mulcahy, Rory Russell-Bennett, Rebekah
Whittaker, Lucas
Kietzmann, Jan
Letheren, Kate
Mulcahy, Rory
Russell-Bennett, Rebekah
Abstract
Synthetic media presents looming threats to managers in a business setting. To address this issue, we first offer a short overview of the evolution of media manipulation to contextualize the new era of synthetic media. Then, we present the problems associated with synthetic media via veridicality and heuristics to illustrate how consumers have little choice but to believe what they see, read, and hear online. We outline the most likely and impactful types of synthetic media threats and attacks and present a synthetic media incident response playbook. Our aim is to inform managers about six specific phases so they can prepare, assess, detect, analyze, and recover from synthetic media incidents and coordinate their lessons learned.
Keywords
deepfakes, machine learning, business artificial intelligence, fake news, cybersecurity
Date
2023
Type
Journal article
Journal
Book
Volume
66
Issue
2
Page Range
277-290
Article Number
ACU Department
Peter Faber Business School
Faculty of Law and Business
Faculty of Law and Business
Collections
Relation URI
Event URL
Open Access Status
License
File Access
Open
Controlled
Controlled
Notes
© 2022 Kelley School of Business, Indiana University. Published by Elsevier Inc. All rights reserved
For author manuscript: © 2022 Kelley School of Business, Indiana University This work is covered by copyright. Unless the document is being made available under a Creative Commons Licence, you must assume that re-use is limited to personal use and that permission from the copyright owner must be obtained for all other uses. If the document is available under a Creative Commons License (or other specified license) then refer to the Licence for details of permitted re-use. It is a condition of access that users recognise and abide by the legal requirements associated with these rights. If you believe that this work infringes copyright please provide details by email to qut.copyright@qut.edu.au License: Creative Commons: Attribution-Noncommercial-No Derivative Works 4.0
For author manuscript: © 2022 Kelley School of Business, Indiana University This work is covered by copyright. Unless the document is being made available under a Creative Commons Licence, you must assume that re-use is limited to personal use and that permission from the copyright owner must be obtained for all other uses. If the document is available under a Creative Commons License (or other specified license) then refer to the Licence for details of permitted re-use. It is a condition of access that users recognise and abide by the legal requirements associated with these rights. If you believe that this work infringes copyright please provide details by email to qut.copyright@qut.edu.au License: Creative Commons: Attribution-Noncommercial-No Derivative Works 4.0