I study how technology reshapes firms and work—and who benefits.

Key findingThe post-2017 gap equals approximately $7,300 more per year based on 2016 wages, measured relative to demographically similar American peers.

Key findingThe productivity effect grows over time, consistent with organizational learning and complementary investment after adoption.

Key findingFirms with greater pre-pandemic WFH feasibility achieved higher sales, net income, and stock returns during the pandemic, especially outside high-tech sectors.

Key findingChina’s PIPL reduced revenue, productivity, profitability, and expansion most for firms previously intensive in data talent; stronger analytics capabilities mitigated the loss.

Key findingAfter a salient female-founder scandal, female-led projects received 21.3% less funding, 12.3% fewer backers, and 9.1% lower average contributions.

Key findingTechnical background, R&D experience, and long-term orientation predict digital strategy and talent, with distinct leadership patterns in private and state-owned firms.

Related insightCheaply replicable digital capital can increase the value of scarce organizational architects whose complementary judgment cannot be copied.

Key findingIT is associated with faster sales than employment growth—“scale without mass”—and larger firms gain most from replicating efficient routines across establishments.

Key findingLabor-demand measures from 2010–2022 track productivity better than physical IT capital and are also positively associated with patents, citations, and patent value.

Key findingThe one-year-lag estimate equals approximately RMB 530 million per firm. Applied AI outperforms foundational AI, and returns are stronger with CTO/CIO leadership and policy complements.

Key findingCredit access, IT adoption, and structured management raise plant capacity utilization; labor shortages reduce it, with substantial heterogeneity across plants.

Key findingCloud and ML adopters reduce layers and unique roles, while raising mean wages; performance gains appear only when adoption is paired with organizational flattening.

Key findingAfter major export-control shocks, weekly forks rose by approximately 0.14 per China-associated repository versus 0.01 for U.S.-associated repositories—about 12× as much.

Research focusWhether flexible cloud resources fit uncertain, exploratory settings differently from owned IT optimized for stable execution.

Key findingERP adoption by a focal firm or key customer improves receivables collection and inventory turnover; market-share gains accrue to non-early adopters.

Key findingMedicaid expansion is associated with lower plant employment and capital investment, especially machinery and computer spending, alongside slower shipments and productivity.

Research focusHow predictive and generative AI waves differ in their adoption paths and restructuring of work.

Research focusHow more granular data changes performance-pay design, target setting, and promotion rules.

Research focusWhether management practices reveal—or shape—organizational decline before bankruptcy.

Research focusWhen IT and management practices allow output growth with lower environmental costs.