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When used appropriately, generative AI can significantly enhance human productivity. It can help teams explore strategies, draft marketing plans, and greatly expand the breadth and speed of individual output.

In a recent South China Morning Post article, Prof. Jin Li and Prof. Yanhui Wu from HKU Business School and Prof. Luis Garicano from The London School of Economics and Political Science - LSE raised the issue of how AI is actually impacting the job market.

In the late 19th century, Italian economist Vilfredo Pareto observed that 80% of the nation's wealth was controlled by just 20% of its population. This striking disparity later inspired American management theorist Joseph Juran to develop the renowned "80/20 Rule," which posits that 80% of outcomes typically stem from 20% of contributing factors.

深具影響力的經濟學家兼政治思想家阿爾伯特·赫希曼（Albert Hirschman）以其對經濟發展和社會變遷的理論而聞名。他的著作《退出、發聲與忠誠》（Exit, Voice, and Loyalty）深入探討了企業、組織和國家面對衰退時的反應機制。

深具影響力的經濟學家兼政治思想家阿爾伯特·赫希曼（Albert Hirschman）以其對經濟發展和社會變遷的理論而聞名。他的著作《退出、發聲與忠誠》（Exit, Voice, and Loyalty）深入探討了企業、組織和國家面對衰退時的反應機制。

二十一世紀被譽為人工智能的黃金時代。海量的創新方法、突破性發現、層出不窮的新應用使我們目不暇接。多少傳統的商業模式、社交行為、資訊的獲取方式乃至社會的方方面面都正面臨革命性的改變，其中又以醫療領域尤其值得注意。

二十一世紀被譽為人工智能的黃金時代。海量的創新方法、突破性發現、層出不窮的新應用使我們目不暇接。多少傳統的商業模式、社交行為、資訊的獲取方式乃至社會的方方面面都正面臨革命性的改變，其中又以醫療領域尤其值得注意。

This article studies career spillovers across workers, which arise in firms with limited promotion opportunities. We exploit a 2011 Italian pension reform that unexpectedly tightened eligibility criteria for the public pension, leading to sudden, substantial, and heterogeneous retirement delays. Using administrative data on Italian private-sector workers, the analysis leverages cross-firm variation to isolate the effect of retirement delays among soon-to-retire workers on the wage growth and promotions of their colleagues. We find evidence of spillover patterns consistent with older workers blocking the careers of their younger colleagues, but only in firms with limited promotion opportunities.

The scalability of a marketplace depends on the operations of the marketplace platform and its sellers’ capacities. In this study, we explore one strategy that a marketplace platform can use to enhance its scalability: providing an ancillary service to sellers. In our model, a platform can choose whether and when to provide this service to sellers and, if so, what prices to charge and which types of sellers to serve. Although such a service helps small sellers, we highlight that the provision of such a service can diminish the incentives of large sellers to make their own investment, thereby reducing their potential output. When the output reduction by large sellers is substantial, the platform may not want to provide the ancillary service, and, even if it does, it may choose to set a price higher than its marginal cost to motivate large sellers to scale. The platform may also choose to strategically delay the provision of the service.