This paper exploits China’s culture-oriented institutional reform as a quasinatural experiment to examine the impact of cultural policies on water pollution. Using a difference-in-differences approach with city-level panel data from 2003 to 2020, we find that the reform leads to a significant reduction in water pollution in pilot cities. Heterogeneity analysis indicates that the effect is more pronounced in cities with better economic performance, higher administrative status, richer tourism resources, and more abundant human capital. The reform prompts a shift in local industrial structure toward less-polluting sectors, with a marked contraction in pollution-intensive activities. It also strengthens local environmental regulation and enhances green innovation, thereby contributing to pollution reduction. Our findings highlight the spillover environmental effects of policies not explicitly designed for environmental purposes.

Despite strong GDP growth and a favourable demographic profile, India faces an impending jobs crisis. A large share of the workforce remains employed in lowproductivity agriculture, while many new labour market entrants are absorbed into the persistently large informal sector. By contrast, China's rapid ascent was driven by manufacturing-led, export-oriented industrialisation, underpinned by large inflows of foreign direct investment and sustained technology transfer. India's manufacturing base remains modest in contrast. The bulk of well-paid, formal employment continues to be concentrated in the high-skill services sector. This paper contrasts the development trajectories of these two economies and identifies several underutilised jobs-growth levers in India: manufacturing, goods exports, manufacturing-oriented foreign direct investment and innovation. All of these remain underdeveloped, yet together they offer a pathway to more labour-absorbing, durable growth. Leveraging them effectively would be central to achieving India's 'Viksit Bharat 2047' ambition of attaining high-income status. The scale of India's challenge to employ eight to ten million labour-market entrants per year implies that job creation must become an explicit policy priority. This calls for greater trade openness, particularly with Asia and Europe, to integrate India into Asia-centric global supply chains as an alternative to China. Labour market reform is equally critical, making the effective implementation of the new labour codes essential. Strengthening innovation ecosystems and realigning education and skills policies to support industrialisation are also key. Without these structural shifts, India's current pattern of jobless growth risks transforming its demographic dividend into a long-term liability.

We examine whether and how the cultural background of corporate chairpersons, specifically clan culture, influences firm-to-firm lending decisions. Using hand-collected data on Chinese entrusted loans, a major segment of the country’s shadow banking sector, we find that firms led by chairpersons from prefectures with stronger clan culture are more likely to originate entrusted loans and charge lower spreads. We identify distinct mechanisms governing affiliated versus nonaffiliated transactions. In affiliated lending, our evidence suggests an in-group favoritism channel: culturally embedded chairpersons support affiliated parties despite higher ex-post default risk. Conversely, non-affiliated lending operates via an informational channel, where the positive impact of clan culture is more pronounced when geographic barriers are low, and manifests in larger size dispersion. Overall, our findings highlight the dual role of cultural norms in shadow banking, demonstrating that clan culture facilitates credit allocation while generating sharply different efficiency implications across relationship-based and arm’s-length markets.

Despite strong GDP growth and a favourable demographic profile, India faces an impending jobs crisis. A large share of the workforce remains employed in low-productivity agriculture, while many new labour market entrants are absorbed into the persistently large informal sector. By contrast, China’s rapid ascent was driven by manufacturing-led, export-oriented industrialisation, underpinned by large inflows of foreign direct investment and sustained technology transfer. India’s manufacturing base remains modest in contrast. The bulk of well-paid, formal employment continues to be concentrated in the high-skill services sector. This paper contrasts the development trajectories of these two economies and identifies several underutilised jobs-growth levers in India: manufacturing, goods exports, manufacturing-oriented foreign direct investment and innovation. All of these remain underdeveloped, yet together they offer a pathway to more labour-absorbing, durable growth. Leveraging them effectively would be central to achieving India’s ‘Viksit Bharat 2047’ ambition of attaining high-income status. The scale of India’s challenge to employ eight to ten million labour-market entrants per year implies that job creation must become an explicit policy priority. This calls for greater trade openness, particularly with Asia and Europe, to integrate India into Asia-centric global supply chains as an alternative to China. Labour market reform is equally critical, making the effective implementation of the new labour codes essential. Strengthening innovation ecosystems and realigning education and skills policies to support industrialisation are also key. Without these structural shifts, India’s current pattern of jobless growth risks transforming its demographic dividend into a long-term liability.

Cultural tightness measures the extent to which individuals behave according to the broader values shared by other members in society. While cultural tightness has been studied extensively in the context of individuals’ behavior and (cross) country-level outcomes, much less is known about the explanatory power it holds in the setting of organizational structures. Motivated by the ambiguous relationship between cultural tightness and population-level gender equality documented by prior literature, we investigate whether cultural tightness helps explain board gender diversity levels in China. Rooting our hypotheses in institutional theory and the contextual governmental reforms of China, we leverage a large sample of Chinese A-share listed firms and document that firms located in culturally tight provinces have higher levels of board gender diversity. Further analyses reveal that cultural tightness in China partially offsets the impact of more traditional Confucian values, and the relationship becomes more pronounced in settings where firms can realize higher legitimacy gains from adopting women on their boards. Finally, we counter potential critiques of window dressing, by demonstrating that in culturally tighter areas women are more likely to be higher educated, have more experience abroad, hold more board positions, and are less likely to be independent directors.

This paper explores the impact of Confucian culture on the environmental management practices of firms, utilizing data from A-share listed companies in China from 2009 to 2022. The study reveals several significant findings: (1) Firms in regions with a stronger presence of Confucian culture are more likely to adopt environmentally responsible management practices; (2) Confucian culture enhances firms' environmental management through three channels: promoting innovation, easing financing constraints, and reducing managerial myopia, with particular emphasis on alleviating financing constraints; (3) Regional environmental regulations mitigate the positive influence of Confucian culture on firms' environmental management practices. This study contributes to the literature by elucidating the determinants of corporate environmental management and emphasizing the critical role of cultural factors, particularly in overcoming financial barriers, in corporate decision-making.

The corporate maturity mismatch is highly likely to trigger systemic financial risks, which is a realistic issue commonly faced by businesses. In the context of the intelligent era, the impact of artificial intelligence on maturity mismatch has emerged as a focal point of academic inquiry. Leveraging data from Chinese A-share companies over the 2011–2023 timeframe, this research employs a double machine learning approach to systematically examine the influence and underlying mechanisms of artificial intelligence on maturity mismatch. The findings reveal that artificial intelligence significantly exacerbates maturity mismatch. However, this effect is notably mitigated by government subsidies, media attention, and collectivist cultural. Further analysis indicates that in high-climate-risk scenarios, collectivist culture exerts a notably strong moderating influence. By contrast, government subsidies and media attention exhibit stronger moderating influences in low-climate-risk environments. This study constructs a multi-stakeholder collaborative governance framework, which helps to reveal the 'black box' between artificial intelligence and maturity mismatch, thereby offering a theoretical basis for monitoring maturity mismatch.

China's tech companies are making waves with their recent achievements, including a "trifold" phone from Huawei and the revolutionary AI reasoning model from DeepSeek. Much discussion has centered on the founders of these companies and their ability to gain an edge on American rivals. But what is less appreciated or understood among foreign analysts of China’s tech giants is the role that innovation and transformation in corporate governance and organizational structure has played in these companies’ successes. Moreover, there are unique aspects of these companies from a corporate governance perspective that are not commonly seen in tech companies in other parts of the world or even within China itself. For instance, Huawei is 99% employee owned, while Alibaba is primarily governed by an "Alibaba Partnership." These unique corporate structures have arisen due to several factors, including the rapid changes to China’s regulatory landscape over the past three decades, distinct characteristics of Chinese business culture, geopolitical tensions and preoccupations with national security, and the “socialism with Chinese characteristics” model. In this article I overview some of the more distinctive corporate governance mechanisms of four Chinese tech companies: Huawei, Alibaba, Bytedance, and DeepSeek, and explain why these structures were adopted.

In the late 1980s, Mexico opened itself to international trade and foreign investment, followed in the early 1990s by China. China and Mexico are still the two countries characterized as middle-income by the World Bank with the highest levels of merchandise exports. Although their measures of openness have been comparable, these two countries have had sharply different economic performances: China has achieved spectacular growth, whereas Mexico’s growth has been disappointingly modest. In this article, we extend the analysis of Kehoe and Ruhl (2010) to account for the differences in these experiences. We show that China opened its economy while it was still achieving rapid growth from shifting employment out of agriculture and into manufacturing while Mexico opened long after its comparable phase of structural transformation. China is only now catching up with Mexico in terms of GDP per working-age person, and it still lags behind in terms of the fraction of its population engaged in agriculture. Furthermore, we argue that China has been able to move up a ladder of quality and technological sophistication in the composition of its exports and production, while Mexico seems to be stuck exporting a fixed set of products to its North American neighbors.

The influence of informal institutions such as history and culture on corporate behavior has been widely recognized, but few studies have been analyzed from the perspective of the ruling party culture. Based on the data of the old revolutionary base areas (ORBA) in China, this paper makes an empirical test on the role of Red Culture in promoting enterprises green innovation. First, this paper finds that the stronger the Red Culture in the region where the enterprise is located, the higher the level of green innovation.Secondly, in the samples with high political sensitivity and less cultural conflict, the promoting effect of Red Culture is more obvious. This paper not only expands the relevant literature on the influence of informal system on enterprise green innovation, but also enriches the research on the influence of Chinese unique culture on enterprise management decision-making.