Digital Transformation and Within-Firm Pay Gap: Evidence from China

Kong, Gaowen; Huang, Jiating; Li, Shasha

doi:10.1080/1540496x.2022.2149262

Cited by 37 publications

(8 citation statements)

References 36 publications

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“…Drawing on the Bu et al (2016) and Kong et al (2023), we adopts the difference between the average managers' pay and average ordinary employees' pay divided by 10,000 to measure the internal pay gap. We define the average managers pay as the total compensation of the total executive compensation divided by the number of executives.…”

Section: Methodsmentioning

confidence: 99%

“…Drawing on existing research (Ho et al, 2024; Kong et al, 2023) on internal pay gaps within enterprises, this study controls for the following variables: ① Firm Size

((), Size)

, measured by the natural logarithm of total assets; ② Leverage

((), Lev)

, represented by the ratio of total liabilities to total assets; ③ Profitability

((), Roa)

, measured by the return on total assets; ④ Labor Intensity

((), Labor)

, represented by the ratio of total employees to total assets; ⑤ Firm Age

((), Age)

, measured by the natural logarithm of the sample year minus the registration year of the enterprise plus 1; ⑥ Cash Flow

((), normalC italicfo)

, measured by the ratio of net cash flow from operating activities to total assets; ⑦ Proportion of Independent Directors

((), Indr)

, measured by the proportion of independent directors to the total number of board members; ⑧ Equity Concentration

((), Top)

, measured by the shareholding percentage of the largest shareholder.…”

Section: Methodsmentioning

confidence: 99%

“…Wang, Shao, and Ma (2023) revealed a negative association between Buddhism culture and the executive‐employee pay gap. Kong et al (2023) demonstrated that anti‐corruption campaigns effectively reduce the executive‐employee pay gap. Similarly, Ho et al (2024) showed that public environmental concerns related to energy lead to a notable increase in the pay gap between executives and employees of polluting companies.…”

Section: Literature Review and Hypothesis Formulationmentioning

confidence: 99%

See 2 more Smart Citations

Carbon reduction policy and firms' executive‐employee pay gap: Evidence from low‐carbon city pilot policy

Xie,

Miu,

Zhang

2024

Manage Decis Econ

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Taking the low‐carbon city pilot policy as a quasi‐natural experiment and using the data of Chinese listed companies, this paper examines the impact and mechanism of low‐carbon city pilot policy on the firms' executive‐employee pay gap. The results show that the implementation of low‐carbon city pilot policy significantly promotes the executive‐employee pay gap. Mechanism analysis results show that the low‐carbon city pilot policy promotes the executive‐employee pay gap mainly by enhancing the risks of enterprises' environmental violations and increasing management complexity. Heterogeneity analysis shows that the promoting effects of the pilot policy are more obvious in state‐owned enterprises, large‐scale enterprises, high‐carbon emission enterprises, and enterprises in labor‐intensive industries. The paper provides a decision‐making reference for coordinating common prosperity progress and corporate high‐quality development in the context of carbon reduction transformation.

show abstract

Section: Methodsmentioning

confidence: 99%

“…Drawing on existing research (Ho et al, 2024; Kong et al, 2023) on internal pay gaps within enterprises, this study controls for the following variables: ① Firm Size

((), Size)

, measured by the natural logarithm of total assets; ② Leverage

((), Lev)

, represented by the ratio of total liabilities to total assets; ③ Profitability

((), Roa)

, measured by the return on total assets; ④ Labor Intensity

((), Labor)

, represented by the ratio of total employees to total assets; ⑤ Firm Age

((), Age)

, measured by the natural logarithm of the sample year minus the registration year of the enterprise plus 1; ⑥ Cash Flow

((), normalC italicfo)

, measured by the ratio of net cash flow from operating activities to total assets; ⑦ Proportion of Independent Directors

((), Indr)

, measured by the proportion of independent directors to the total number of board members; ⑧ Equity Concentration

((), Top)

, measured by the shareholding percentage of the largest shareholder.…”

Section: Methodsmentioning

confidence: 99%

Section: Literature Review and Hypothesis Formulationmentioning

confidence: 99%

See 1 more Smart Citation

Carbon reduction policy and firms' executive‐employee pay gap: Evidence from low‐carbon city pilot policy

Xie,

Miu,

Zhang

2024

Manage Decis Econ

View full text Add to dashboard Cite

show abstract

“…Importantly, AI's degree of substitution for workers varies depending on their educational background and skill level. For example, according to Kong Gaowen's 2020 research, individuals with lower-quality skills and lower skill levels face a higher risk of being substituted by AI, potentially giving rise to a phenomenon known as "technological unemployment" [35,36,37]. From replacing jobs to generating new employment opportunities, AI's impact on the labor market is intricate and diverse.…”

Section: Ai and Labor Market Dynamicsmentioning

confidence: 99%

The Impact of AI on US Labor Markets

O. Austine,

C. Stanley,

T. Osariemen

et al. 2024

Artificial Intelligence and Big Data

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This research explores the consequences of AI integration in the labor market. As AI shapes various industries, it brings a dual impact: displacing some jobs while creating others. The automation driven by AI could be a threat to routine tasks, potentially leading to the displacement of specific roles within the routine tasks. However, AI also creates new job opportunities, particularly in AI development and related fields. This study aims to analyze the multifaceted impact of AI on US jobs, considering displacement, creation, and skills. The research considered the following aspects: Evaluation of job displacement and creation, skill shifts, the quality of AI’s impact on performance, and exploring the relationship between AI models and human tasks. We were able to show AI's influence on the tasks performed by humans. The negative relationship between AI influence and tasks performed by humans shows that AI indeed has a notable and statistically significant adverse impact on human-performed tasks. We discovered that as AI technology advances and becomes more prevalent, certain tasks and roles traditionally carried out by humans are being automated or replaced by machines. Also, we were able to show the relationship between the AI model and human-performed tasks. It was found that AI models exhibit a substantial and statistically significant positive relationship with tasks performed by humans. Our findings suggest a more optimistic outlook for the labor market, where rather than displacing jobs and workers, AI technologies have the potential to enhance their capabilities and create new opportunities.

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“…This hypothesis postulates that effective CDR navigation relies on the collective guidance of employees and business leaders. The contemporary work landscape has undergone a paradigm shift due to technological advancements and the widespread influence of social media, resulting in profound changes in the dynamics of business-society relationships (Dörr, 2021;Kong & Liu, 2023). Within this dynamic context, cybersecurity, artificial intelligence (AI), and governance are critical concerns demanding attention.…”

Section: The Impact Of Human Capital On Corporate Digital Responsibilitymentioning

confidence: 99%

Unraveling the influence of human capital and stakeholder engagement on corporate digital responsibility: Implications for firm performance in Southeast Asia enterprises

Vo Thai,

Hue,

Chen

et al. 2023

Corp Soc Responsibility Env

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Southeast Asian enterprises (SAEs) face the challenge of ensuring responsible and ethical utilization of data and digital technologies in the rapidly evolving digital landscape. Corporate digital responsibility (CDR) has emerged as a framework to guide organizations in adopting socially, economically, technologically, and ecologically responsible practices. However, empirical research on CDR is limited, highlighting the need for further investigation to bridge the gap between theory and practice. This study addresses this gap by examining the influence of human capital and stakeholder engagement on the formulation and execution of CDR strategies and their impact on firm performance. Drawing upon the theoretical framework of a Resource‐Based View and analyzing data from 2106 enterprises in Vietnam, Philippines, and Indonesia were collected through the Future of Business Survey. This research contributes insights into the drivers and determinants of CDR adoption and implementation, evaluates the effectiveness of different CDR approaches in achieving favorable post‐CDR performance outcomes, emphasizes the moderating role of stakeholder engagement, and offers a unique empirical perspective within the context of SAEs. This study enriches our understanding of CDR and provides practical implications for organizations seeking to navigate the complexities of responsible digital practices.

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Digital Transformation and Within-Firm Pay Gap: Evidence from China

Cited by 37 publications

References 36 publications

Carbon reduction policy and firms' executive‐employee pay gap: Evidence from low‐carbon city pilot policy

Carbon reduction policy and firms' executive‐employee pay gap: Evidence from low‐carbon city pilot policy

The Impact of AI on US Labor Markets

Unraveling the influence of human capital and stakeholder engagement on corporate digital responsibility: Implications for firm performance in Southeast Asia enterprises

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