Using Chinese A-share listed firms from 2007 to 2024, this study examines whether supply chain shareholding (SCS) affects stock price synchronicity. We find that SCS significantly reduces stock price synchronicity. This finding remains robust to a series of robustness and endogeneity tests. Mechanism tests provide evidence consistent with information asymmetry and agency costs as two channels linking SCS to lower stock price synchronicity. Heterogeneity analyses show that the effect is more pronounced among firms with low supply chain concentration and those operating in unfavorable business environments. Overall, these findings identify SCS as a relationship-based governance arrangement that improves capital market information efficiency, particularly where relational governance and informal institutional substitution are more valuable.

Enhancing the performance of corporate green supply chain management (GSCM) represents a critical enabler for delivering on the central imperatives of the global low-carbon transition. Using panel data of Chinese listed companies from 2003 to 2022, this study employs a staggered difference-in-differences (DID) approach to examine the impact of the Low-Carbon City Pilot (LCCP) policy on firms' GSCM performance. The results show that the LCCP policy significantly improves firms' GSCM performance, and this effect remains robust across a range of sensitivity tests. Mechanism analyses reveal that the policy operates primarily by stimulating green innovation and increasing investment in environmental protection equipment. Furthermore, financial constraints play a significant moderating role: the positive effect of the policy on GSCM performance is stronger when firms face fewer financing constraints. Heterogeneity analysis indicates that the policy effects are more pronounced among non-heavy-polluting enterprises, those located in resource-dependent cities, and ISO 14001-certified enterprises. This study provides novel micro-level evidence on the environmental governance effects of place-based climate policies, and offers key policy implications for scaling up low-carbon city pilots and promoting corporate supply chain decarbonization.

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 identify choke points in global production networks as industries bridging flows across global value chains. These industries exhibit low substitutability: US firms exposed to Chinese choke points during the 2022 Covid-19 lockdowns experienced large and persistent sales declines. The Red Sea crisis demonstrates how negative shocks to water transport, a single choke point, propagate throughout the global network. This structural fragility is priced in global stock markets: firms in choke point industries earn annualized benchmark-adjusted returns exceeding 6%. The premium compensates for aggregate consumption risk, as downturns in choke point industries predict lower future US and global consumption growth.

Supply chain standardization significantly promotes cross-regional investment by increasing subsidiaries outside headquarters cities, mainly by reducing transaction and information costs and alleviating “outsider disadvantage.” This effect is stronger for non-state-owned firms, firms with lower financing constraints, and those in highly marketized regions. Our findings show that standardization helps overcomeinstitutional and information barriers, optimizing resource allocation. This study expands supply chain governance literature and offers insights for building a unified national market.

This paper examines the spillover effects of China’s Carbon Emissions Trading Scheme (CETS) on non-regulated firms’ bank loans. Using a sample of Chinese A-share listed firms and a staggered difference-in-differences design, we find that suppliers experience a significant decline in bank loans when their customers are included in the CETS. This effect is driven by reductions in firms’ cash flow and customer concentration. The negative effect of downstream CETS on suppliers’ bank loans is attenuated for suppliers with better environmental performance, more comprehensive carbon disclosure, and closer geographic proximity to customers. We also find that, in response to reduced bank credit, firms rely more heavily on trade credit. Overall, this study sheds new light on the unintended financial consequences of CETS policy on non-regulated firms.

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.

Financial crises rarely erupt without warning; they are preceded by long periods of hidden fragility. Yet traditional market indicators such as the VIX capture only realized volatility, offering little foresight. This paper introduces the Stability Gap Model (SGM), developed iteratively from a simple intuition: fragility arises when risk-taking diverges from fundamentals and systemic buffers are insufficient. We trace the evolution of the model from its original formulation, through corrections and extensions, to its present form. The Classic SGM captures instantaneous imbalance, while the Beta SGM incorporates memory of past shocks. Empirical analysis demonstrates that the SGM provided clear early warnings ahead of the 2008 Global Financial Crisis, the 2011 Eurozone debt episode, the 2015 China/oil slowdown, and the 2018 tightening cycle, while also trending upward in 2019 before the COVID-19 crash. Furthermore, the paper demonstrates the model's utility in assessing fragility in hedge funds and proposes its application as a universal framework for stability analysis across diverse systems, from corporate finance to supply chains.

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This study investigates how the development of digital finance influences the geographical distribution of corporate supply chains using data from Chinese A-share listed companies from 2010 to 2023. We examine whether digital finance enables firms to overcome traditional geographical constraints and adopt different supply chain distribution strategies. The analysis identifies two primary mechanisms through which digital finance influences supply chain geography: governance effects, which operate through enhanced risk management and information transparency, and financing effects, which function through alleviated capital constraints and trade credit provision. We further explore heterogeneous impacts across four dimensions: regional economic development, regional digital infrastructure, industry market competition, and enterprise lifecycle stages. By examining the geographical distribution of supply chains as an outcome of digital finance development, this study provides novel evidence on the micro-governance implications of digital finance. Our findings contribute to understanding how digital finance fundamentally changes the geographical constraints that have historically shaped supplier selection decisions and enables firms to develop more flexible supply chain configurations.