中国实践中的利益协调（一）：主体利益共生与算法监管

Core Insights - The article discusses China's unique governance approach in balancing fairness and efficiency in the digital economy, emphasizing institutional innovation and technological governance to create a symbiotic relationship among various stakeholders [1]. Group 1: Institutional Innovation - China's governance practice begins with restructuring property rights and distribution patterns, focusing on mixed ownership reform to establish a "capital-labor" community of interests [2]. - The mixed ownership reform connects public ownership with market economy, particularly evident in the digital infrastructure sector [2]. - The innovation of data ownership rights aims to break platform monopolies and protect the rights of data providers, exemplified by Shenzhen's "three rights separation" model, which allocates 70% of data revenue rights to data providers [3]. Group 2: Technological Governance - China emphasizes regulating the negative externalities of technology while leveraging it, creating a regulatory paradigm that balances efficiency and fairness [4]. - The "Interim Measures for the Management of Generative Artificial Intelligence Services" introduced in 2023 addresses core risks associated with algorithm applications [4]. - The algorithm audit system has evolved from passive response to proactive regulation, requiring platforms to disclose records of discriminatory parameters in their algorithms, promoting transparency and fairness in algorithm development and operation [4]. Group 3: Theoretical Advancement - China's governance practices are not a collection of isolated policies but a coherent system with a clear internal logic, focusing on the collaboration of institutions, technology, and distribution [5]. - The exploration of new production relationships in the digital economy aims to actively reconstruct the underlying rules of production relations and optimize capital movement through technological means, ultimately striving for a fairer and more sustainable distribution of interests [5]. - The future direction involves systematizing and normalizing these institutional innovations across broader temporal and spatial dimensions [5]. Group 4: Case Studies - China Unicom's mixed ownership reform in 2017 resulted in a shareholding structure of 53% state capital, 36% strategic investors, and 11% core employee ownership, significantly enhancing innovation capabilities and increasing digital business revenue from under 10% to over 30% within five years [6]. - Eastern Airlines Logistics, as the first "airline mixed reform stock," established a three-party interest community with 10% employee ownership, leading to a 210% increase in per capita profit since the reform [6]. - The Shenzhen Data Exchange facilitated transactions where data providers earned an average of approximately 12,000 yuan, demonstrating the practical implementation of market-oriented data allocation and profit-sharing [6].