Evidence (1902 claims)
Adoption
5126 claims
Productivity
4409 claims
Governance
4049 claims
Human-AI Collaboration
2954 claims
Labor Markets
2432 claims
Org Design
2273 claims
Innovation
2215 claims
Skills & Training
1902 claims
Inequality
1286 claims
Evidence Matrix
Claim counts by outcome category and direction of finding.
| Outcome | Positive | Negative | Mixed | Null | Total |
|---|---|---|---|---|---|
| Other | 369 | 105 | 58 | 432 | 972 |
| Governance & Regulation | 365 | 171 | 113 | 54 | 713 |
| Research Productivity | 229 | 95 | 33 | 294 | 655 |
| Organizational Efficiency | 354 | 82 | 58 | 34 | 531 |
| Technology Adoption Rate | 277 | 115 | 63 | 27 | 486 |
| Firm Productivity | 273 | 33 | 68 | 10 | 389 |
| AI Safety & Ethics | 112 | 177 | 43 | 24 | 358 |
| Output Quality | 228 | 61 | 23 | 25 | 337 |
| Market Structure | 105 | 118 | 81 | 14 | 323 |
| Decision Quality | 154 | 68 | 33 | 17 | 275 |
| Employment Level | 68 | 32 | 74 | 8 | 184 |
| Fiscal & Macroeconomic | 74 | 52 | 32 | 21 | 183 |
| Skill Acquisition | 85 | 31 | 38 | 9 | 163 |
| Firm Revenue | 96 | 30 | 22 | — | 148 |
| Innovation Output | 100 | 11 | 20 | 11 | 143 |
| Consumer Welfare | 66 | 29 | 35 | 7 | 137 |
| Regulatory Compliance | 51 | 61 | 13 | 3 | 128 |
| Inequality Measures | 24 | 66 | 31 | 4 | 125 |
| Task Allocation | 64 | 6 | 28 | 6 | 104 |
| Error Rate | 42 | 47 | 6 | — | 95 |
| Training Effectiveness | 55 | 12 | 10 | 16 | 93 |
| Worker Satisfaction | 42 | 32 | 11 | 6 | 91 |
| Task Completion Time | 71 | 5 | 3 | 1 | 80 |
| Wages & Compensation | 38 | 13 | 19 | 4 | 74 |
| Team Performance | 41 | 8 | 15 | 7 | 72 |
| Hiring & Recruitment | 39 | 4 | 6 | 3 | 52 |
| Automation Exposure | 17 | 15 | 9 | 5 | 46 |
| Job Displacement | 5 | 28 | 12 | — | 45 |
| Social Protection | 18 | 8 | 6 | 1 | 33 |
| Developer Productivity | 25 | 1 | 2 | 1 | 29 |
| Worker Turnover | 10 | 12 | — | 3 | 25 |
| Creative Output | 15 | 5 | 3 | 1 | 24 |
| Skill Obsolescence | 3 | 18 | 2 | — | 23 |
| Labor Share of Income | 7 | 4 | 9 | — | 20 |
Skills Training
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iDaVIE (v1.0) is a working VR software suite that lets astronomers import, render, inspect, and interactively edit very large 3D data cubes in real time.
Described implementation of iDaVIE v1.0 built on Unity/SteamVR with custom plug-ins for parsing/downsampling and real-time rendering; tested on large 3D spectral (HI) cubes from radio telescopes (MeerKAT, ASKAP, APERTIF) as reported in the paper.
Personalized LLM coaching produced a statistically significant increase in alignment with the normative empathic taxonomy relative to both the video-based non-personalized feedback and control arms.
Pre-registered randomized experiment with three arms; pre-registered analysis reported statistically significant differences favoring personalized coaching on the primary alignment outcome.
A brief, personalized coaching intervention delivered by a large language model significantly improves participants' alignment with normative, idiomatic empathic communication patterns.
Pre-registered randomized controlled trial with three arms (personalized LLM coaching, video-based non-personalized feedback, control). Outcome measured as alignment to a data-driven normative taxonomy via coding/automated measures. Overall corpus and sample context: 968 participants, 2,904 conversations, 33,938 messages used in the study.
The paper advances a replicable interdisciplinary synthesis method and provides a simulated dataset and transparent protocols enabling other researchers to adapt the approach.
Methods section detailing systematic literature search protocols (ACM/IEEE/Springer, 2020–2024), inclusion criteria, simulation parameterization for the cross-sectoral dataset (seven industries, 2020–2024), and stated reproducibility materials.
AI adoption is strongly associated with workforce skill transformation (reported correlation r = 0.71).
Correlational analysis reported in the paper using the simulated cross-sectoral dataset that mirrors employment trends across seven industries (Manufacturing, Healthcare, Finance, Education, Transportation, Retail, IT Services) over 2020–2024. This corresponds to sector-year observations (7 sectors × 5 years = 35 observations) and is triangulated with findings from a systematic literature synthesis (ACM, IEEE, Springer publications 2020–2024).
Research priorities include rigorous real-world trials assessing patient outcomes, cost-effectiveness, and labor impacts; comparative studies of integration strategies; measurement of long-run workforce effects; and development of standard metrics and monitoring frameworks.
Explicit recommendations from the narrative review based on identified gaps: scarcity of RCTs, economic analyses, and long-term workforce studies.
Economists and researchers should measure organizational mediators (governance, mentoring practices, learning processes) alongside AI adoption and use empirical designs such as difference-in-differences with phased rollouts, randomized mentoring/training interventions, matched employer–employee panels, and IV exploiting exogenous shocks to innovation backing to identify causal effects.
Methodological recommendations and proposed empirical designs contained in the paper; no implementation or empirical results reported.
The integrated framework links multi-level outcomes: micro (individual skills, task performance), meso (team coordination, workflows), and macro (organizational strategy, innovation, productivity) effects to adaptive structuration processes and affordance actualization.
Framework specification and theoretical mapping across levels in the conceptual paper; no empirical validation or sample.
The paper develops a conceptual framework that integrates Adaptive Structuration Theory (AST) and Affordance Actualization Theory (AAT) to explain how effective human–AI collaboration can be structured within organizations.
Conceptual/theoretical synthesis and literature integration combining AST and AAT streams; no original empirical data or sample reported (theoretical development).
As the competition progressed, teams relied more on the AI for larger subtasks (increasing delegation and reliance).
Time-series instrumentation of AI interactions and participant behavior during the live CTF with 41 participants showing increased frequency and scope of delegated tasks later in the event.
One autonomous agent finished second overall on the fresh challenge set.
Final ranking/scoreboard from benchmarking the four autonomous agents against the live CTF challenge set and human teams; agent achieved overall 2nd place.
In a live onsite Capture-the-Flag (CTF) study (41 participants), human teams increasingly delegated larger subtasks to an instrumented AI as the competition progressed.
Empirical observation and instrumentation of AI interactions during a live, onsite CTF with 41 human participants/teams; delegation and task-size metrics tracked over time during the event.
The paper advances augmentation debates by articulating the leader’s practical role when decision lead‑agency shifts between humans and AI and by detailing systemic HR changes needed to sustain performance, legitimacy and well‑being.
Stated contribution of the conceptual synthesis comparing existing augmentation and leadership literatures and providing an HR‑focused framework; descriptive of the paper's intellectual contribution.
Core practice 4 — Embed governance: make accountability, bias testing, privacy safeguards, audit trails, escalation thresholds and human oversight explicit and routine.
Prescriptive governance practice grounded in literature on algorithmic accountability and risk management and in practitioner examples; presented without original empirical validation.
Core practice 3 — Manage the human–AI relationship: build adoption, psychological safety and calibrated trust; address automation anxiety and misuse.
Framework recommendation synthesizing organizational‑psychology and technology adoption literature plus practitioner observations; not tested empirically in the paper.
Core practice 2 — Treat AI outputs as hypotheses: require human sensemaking and validation rather than blind adoption of model outputs.
Prescriptive practice derived from reviewed research and practitioner cases emphasizing human oversight; presented as framework guidance rather than empirically validated intervention.
Core practice 1 — Allocate work by comparative advantage: assign tasks to humans or AI based on relative strengths (e.g., speed, pattern detection, contextual judgement).
Conceptual component of the framework drawn from synthesis of empirical findings in prior human–AI and task allocation literature and practitioner examples; no new empirical testing in the paper.
Research agenda priorities include: empirically quantifying the value of digital twins on R&D productivity; studying complementarities between AI tools and tacit sensory knowledge; measuring cultural translation costs; and analyzing market concentration risks from proprietary sensory models.
List of recommended empirical research directions derived from conceptual analysis and gap identification; no primary empirical work conducted within the paper itself.
Returns to advanced digital skills vary by firm size/type: the wage return in large Chaebol conglomerates is approximately 18.7%, significantly higher than the ~9.5% return in Small and Medium-sized Enterprises (SMEs), indicating a 'skills–scale' complementarity effect.
Heterogeneity analysis within the extended Mincerian wage regression framework using KLIPS micro-data, comparing estimated returns across firm types (Chaebol vs SMEs). (Sample size and exact model specification not provided in the excerpt.)
Workers with only general digital literacy receive a wage premium of approximately 5.8% (after controlling for education, experience, and demographics).
Same empirical framework: extended Mincerian wage equation on KLIPS micro-data with controls for education, experience, and demographic characteristics. (Sample size not specified in the provided excerpt.)
Workers possessing specialized digital skills (e.g., data analysis, programming, automation control) enjoy a significant wage premium of approximately 14.2% after controlling for years of education, work experience, and demographic characteristics.
Empirical estimation using an extended Mincerian wage equation on micro-data from the Korean Labor and Income Panel Study (KLIPS); models control for years of education, work experience, and demographic covariates. (Sample size not specified in the provided excerpt.)
Programming experience significantly improved code security.
Association found in the study between participants' programming experience (general programming experience measured for each participant) and the security of their submitted code; statistical analysis in the sample (n = 159) showed a significant positive effect of experience on code security.
Analysis of benchmark data (n = 667) reveals substantial synergy effects: Llama-3.1-8B improves human performance by 23 percentage points.
Empirical analysis of the same benchmark dataset (n = 667) using the Bayesian IRT model; reported improvement in human performance with Llama-3.1-8B assistance of +23 percentage points.
Analysis of benchmark data (n = 667) reveals substantial synergy effects: GPT-4o improves human performance by 29 percentage points.
Empirical analysis of a benchmark dataset of n = 667 using the paper's Bayesian IRT framework; reported improvement in human performance with GPT-4o assistance of +29 percentage points.
Grounded in the Resource-Based View (RBV), AI is conceptualized as a strategic intangible resource that can confer a competitive advantage when integrated with complementary capabilities.
Theoretical framing presented in the paper (RBV-based conceptualization); not an empirical finding but an explicit conceptual claim.
Firms with high AI adoption had an average profit growth rate of 9.5%, compared to 5.8% for low adopters.
Reported profit growth rates for high vs. low AI adoption groups from the questionnaire data (N=400); the paper gives the specific averages: 9.5% (high adopters) vs. 5.8% (low adopters).
High-quality chatbots (96–100% accurate) improved caseworker accuracy by 27 percentage points.
Experimental result reported in paper: treatment with chatbots at 96–100% aggregate accuracy produced a 27 percentage-point increase in caseworker accuracy compared to control; based on the randomized experiment on the 770-question benchmark.
Caseworker performance significantly improves as chatbot quality improves.
Aggregated results from the randomized experiment show monotonic improvement in caseworker accuracy as the chatbot suggestion accuracy increases; paper states the improvement is statistically significant (specific p-values/statistical tests not provided in the excerpt).
The authors curated a set of guidelines called the Incentive-Tuning Framework to aid researchers in designing effective incentive schemes for human–AI decision-making studies.
Authors' contribution described in the paper: development of a framework (framework content and evaluation details not provided in excerpt).
AI tools—ranging from machine learning algorithms in inventory management to natural language processing in customer engagement—are applied in micro‑enterprise contexts.
Descriptive synthesis from included articles reporting specific AI applications (ML for inventory management; NLP for customer engagement) across the reviewed literature.
These trends (increased demand for complementary skills and decreased demand for substitutable skills) hold across geographies including the United States, United Kingdom, and Australia, demonstrating robustness.
Replication/comparison of results within the dataset’s country-specific subsamples (US, UK, Australia) drawn from nearly 30 million job postings collected between 2018 and 2024.
AI-intensive roles are significantly more likely to require complementary non-technical capabilities such as analytical thinking, resilience, and digital literacy.
Empirical analysis of a dataset of nearly 30 million job postings from the United States, the United Kingdom, and Australia between 2018 and 2024; roles classified as AI-intensive and skill mentions extracted from job postings to compare prevalence of non-technical capabilities.
AI significantly enhances supplier stability in sports enterprises (SE).
Empirical estimation using a dual machine learning (DML) model on panel data of 45 Chinese listed sports enterprises (2012–2023); authors report a statistically significant positive effect of AI on supplier stability.
Extending existing behavioral frameworks (e.g., TAM, JD–R, Organizational Trust) to the AI-augmented workplace constitutes a theoretical contribution of the paper.
Theoretical elaboration and integration presented in the paper; contribution characterized as an extension of pre-existing models to AI contexts (no quantitative validation described in the summary).
The paper proposes a five-phase strategic roadmap for phased organizational implementation that integrates HRM practice redesign, psychological support systems, and evidence-based governance mechanisms.
Prescriptive/strategic proposal based on the paper's theoretical synthesis and applied recommendations (roadmap described in the paper; summary contains no implementation trial data).
The paper develops a comprehensive, multi-dimensional organizational psychology framework for preparing the U.S. workforce for AI integration composed of six interdependent dimensions: human–AI symbiosis, trust and transparency, job redesign, AI-enabled recruitment and selection, learning and adaptation, and ethical AI governance.
Conceptual framework derived from theoretical integration (TAM, Human–AI Symbiosis Theory, JD–R Model, Organizational Trust Theory) and review of AI–HRM literature; framework construction is a theoretical contribution of the paper (no empirical validation reported in the summary).
General US employment for prime age workers (age 25–54) is currently high (~80%).
Paper cites a current employment rate of 80% for prime-age workers; likely based on national labor statistics though the exact data source and year are not specified in the excerpt.
State-owned enterprises and high-tech firms with robust digital infrastructure experience the largest productivity and innovation gains from AI adoption, indicating absorptive capacity matters.
Heterogeneity analysis on the same panel data comparing subgroups (state-owned vs. non-state-owned; high-tech vs. others; firms with stronger digital infrastructure), showing larger estimated AI effects in those subgroups.
Adoption of AI strengthens firms' innovation outcomes.
Same panel dataset (A-share-listed design firms, 2014–2023) with AI indicators derived from annual reports and patent texts; regression analyses linking AI indicator to innovation metrics (patent-related measures and/or firm-level innovation proxies referenced in the study).
Integrating AI technologies significantly enhances Total Factor Productivity (TFP) in design-oriented, project-based firms.
Panel regression analysis using firm-level panel data of A-share-listed design-oriented enterprises in China (2014–2023). AI exposure measured via an enterprise-level AI indicator constructed from NLP-based text analysis of annual reports and patents; TFP estimated at the firm level as the dependent variable. Robustness checks (e.g., Propensity Score Matching) reported.
The study contributes to theory by developing a human-grounded decision analytics perspective and to practice by providing practical advice to executives and analytics leaders.
Author-stated contributions based on the conceptual framework and practical recommendations included in the paper. No practitioner evaluation or citation analysis provided.
The study reframes AI as an augmentation mechanism rather than a substitute for managerial judgment and extends organizational decision theory to account for socio-technical decision systems.
Theoretical contribution asserted by the paper based on its literature synthesis and conceptual development (claim about extension of theory rather than empirical test).
The paper develops an integrative conceptual framework that explains how human judgment, algorithmic intelligence, and organizational context interact to shape decision quality and organizational outcomes.
Author-constructed conceptual framework based on synthesized literature across decision sciences, management, and information systems (framework described as output of the meta-analysis; no empirical validation reported in abstract).
Curated (human-authored) Skills substantially improve agent task success on average (+16.2 percentage points).
Aggregate result reported over the SkillsBench benchmark: comparison of pass rates between baseline (no Skills) and curated-Skills conditions across the benchmark. SkillsBench comprises 86 tasks across 11 domains; evaluations used 7 agent–model configurations and 7,308 execution trajectories to compute pass rates and deltas.
Common AI applications in accounting include transaction automation, invoice processing, reconciliations, fraud detection, anomaly detection, automated financial reporting, and predictive forecasting.
Descriptive listing drawn from academic and industry sources/case studies summarized in the paper.
Entrepreneurs' expectations about future opportunities were significantly shaped by interpersonal influence (peer effects).
Quantitative analysis linking measures of interpersonal/peer exposure among entrepreneurs to reported expectations about future opportunities; analysis conducted within the >27,000 respondent sample across 43 countries.
Crisis adaptation among small business owners during COVID-19 was driven less by macroeconomic structure and more by social embedding (social networks, peer influence, and collective identities).
Comparative quantitative analysis of a survey sample of over 27,000 individual entrepreneurs in 43 countries using a novel socially embedded framework (networks, collective identities, normative motivations); empirical tests comparing explanatory power of social mechanisms versus macro-structural factors for adaptation outcomes.
Two regimes emerge: an inequality-increasing regime when AI is proprietary (concentrated control), rents concentrate because firms capture most gains (low ξ), and complementary assets are concentrated.
Model regime characterization and calibrated simulations showing rising firm profits and aggregate inequality under proprietary-AI assumptions and low rent-sharing elasticity.
Generative AI shifts economic value toward concentrated complementary assets (firm-level capital, proprietary data/algorithms), increasing firm profits and rents captured by asset owners.
Model results from a task-based framework with heterogeneous firms and complementary assets; calibration via MSM to six empirical moments; counterfactuals show increased profit shares when AI confers advantages to firms owning complementary assets.
A dynamic Occupational AI Exposure Score (OAIES) that uses LLMs plus occupational task data can estimate time-varying, task-level AI exposure for occupations and workers.
Paper describes a concrete construction algorithm (task decomposition from O*NET/task inventories, LLM-based capability mapping, augmentation vs automation weighting, diffusion/adoption dynamics, and calibration to observed employment/wage/gross-flow changes). This is a proposed method rather than an applied/validated implementation.