Evidence (10496 claims)
Search and filter individual claims pulled from the papers. Looking for a specific finding ("what's the effect on wages?"), you're in the right place. Want to compare whole outcome categories against each other instead? Use the Evidence Explorer.
The board below groups claims two ways: by broad theme (nine paper-level topics) and by outcome category (the 34 claim-level outcomes that the Explorer and Syntheses also use).
Browse by theme
Nine broad, paper-level topics. Click one to filter the claims below.
Adoption
20058 claims
Filter claims →
Productivity
17184 claims
Filter claims →
Governance
16099 claims
Filter claims →
Human-AI Collaboration
16034 claims
Filter claims →
Innovation
10501 claims
Filter claims →
Org Design
10496 claims
Filtered →
Labor Markets
6444 claims
Filter claims →
Skills & Training
5385 claims
Filter claims →
Inequality
4148 claims
Filter claims →
Claims by outcome category
Counts by direction of finding. These are the same 34 outcome categories the Explorer compares and the Syntheses are written for. A linked row has a published synthesis.
| Outcome | Positive | Negative | Mixed | Null | Total |
|---|---|---|---|---|---|
| Other | 1820 | 479 | 278 | 1820 | 4588 |
| Organizational Efficiency | 2711 | 616 | 401 | 173 | 3922 |
| Governance & Regulation | 2075 | 886 | 459 | 246 | 3714 |
| Technology Adoption Rate | 1467 | 530 | 258 | 206 | 2488 |
| Decision Quality | 1281 | 496 | 289 | 152 | 2228 |
| Output Quality | 1227 | 447 | 207 | 138 | 2025 |
| AI Safety & Ethics | 634 | 754 | 207 | 83 | 1688 |
| Research Productivity | 826 | 241 | 114 | 422 | 1624 |
| Firm Productivity | 1052 | 154 | 163 | 66 | 1441 |
| Task Allocation | 685 | 211 | 331 | 99 | 1335 |
| Market Structure | 433 | 423 | 242 | 46 | 1150 |
| Innovation Output | 639 | 91 | 105 | 34 | 871 |
| Task Completion Time | 476 | 113 | 43 | 36 | 672 |
| Firm Revenue | 445 | 126 | 58 | 25 | 656 |
| Skill Acquisition | 364 | 119 | 109 | 34 | 626 |
| Consumer Welfare | 288 | 167 | 104 | 31 | 592 |
| Employment Level | 214 | 140 | 174 | 50 | 582 |
| Error Rate | 230 | 251 | 35 | 16 | 535 |
| Fiscal & Macroeconomic | 268 | 136 | 71 | 50 | 532 |
| Inequality Measures | 100 | 307 | 96 | 12 | 515 |
| Worker Satisfaction | 221 | 173 | 60 | 30 | 484 |
| Automation Exposure | 155 | 138 | 65 | 36 | 398 |
| Regulatory Compliance | 171 | 120 | 30 | 13 | 335 |
| Developer Productivity | 222 | 58 | 27 | 13 | 321 |
| Team Performance | 188 | 56 | 50 | 24 | 320 |
| Wages & Compensation | 146 | 104 | 46 | 16 | 312 |
| Training Effectiveness | 207 | 41 | 21 | 26 | 298 |
| Job Displacement | 23 | 153 | 52 | 4 | 232 |
| Hiring & Recruitment | 102 | 57 | 30 | 11 | 202 |
| Skill Obsolescence | 16 | 102 | 24 | 6 | 148 |
| Creative Output | 71 | 42 | 23 | 6 | 143 |
| Social Protection | 57 | 30 | 11 | 3 | 101 |
| Labor Share of Income | 29 | 42 | 24 | 2 | 97 |
| Worker Turnover | 43 | 29 | 6 | 4 | 82 |
| Industry | — | — | — | 1 | 1 |
Org Design
Remove filter
No single capability-sourcing route dominates under all conditions; the headline results depend on the corresponding model mechanisms.
Mechanism-knockout experiments that switch acquisition friction, absorption, open-weight cost reductions, and substitution on or off.
Waiting is relatively safe for a firm whose existing product cannot be replaced by the emerging technology, but it causes substantial value loss for a firm whose product is directly substitutable by that technology.
Agent-based model with demand-side substitution eroding the legacy revenue of non-adapters according to product exposure; stated as Proposition P4.
A one-time reduction in the cost of building generative-AI capability revives the build route primarily before the leading design has stabilized; after the dominant design is established, the effect is substantially weaker.
Agent-based model experiment varying the timing of an open-weight-style reduction in build costs relative to dominant-design formation; stated as Proposition P3.
The route by which incumbents enter generative AI depends on contractibility: firms tend to partner when the capability can be rented through an API and tend to absorb when the capability is too tacit to rent.
History-friendly agent-based simulation of incumbent sourcing choices across build, partner, acquire, absorb, and wait routes; stated as Proposition P1 and reported as a headline finding.
Employee resistance to AI adoption is driven by fears of job displacement and skill obsolescence, and the paper argues that training programmes and transparent change management can help overcome this resistance.
Thematic synthesis and practical recommendations in the systematic literature review; the supplied text reports no employee survey sample or estimated intervention effect.
Visibility-enabled metrics such as typing activity, response times, and screen time may improve measurement precision while also encouraging gaming and performative labor that inflate measured productivity without corresponding improvements in output quality.
Conceptual implication for AI economics and productivity measurement; the paper does not report a causal test or quantify the gap between measured productivity and output quality.
Digital visibility has dual and divergent effects: it can increase felt recognition and relational connection while also creating performative pressures that weaken authentic belonging.
Conceptual theorization grounded in relational cohesion theory and sociomaterial perspectives; supported by literature synthesis rather than primary empirical data.
AI-enabled recruitment is associated with a shift toward data-driven decision-making in which machine intelligence complements human expertise.
The paper's literature synthesis and qualitative examination of AI-powered recruitment practices, including chatbots, video interviews, targeted job advertisements, and predictive analytics.
The study advocates balancing automation gains with ethical safeguards and human oversight in AI-driven talent acquisition.
Qualitative exploration of AI-enabled recruitment experiences, including participants' concerns about privacy, organisational readiness, and ethical governance.
Organisational changes associated with AI adoption differ across phases of digital HR maturity.
The study interprets interview themes using Dave Ulrich's digital HR progression framework, comprising efficiency, innovation, information, and connection phases.
Realizing a required distinction may require revealing additional information, creating a tradeoff between privacy and the ability to make the required judgment.
Conceptual analysis of realization and informational repair; illustrated across institutional and automated decision contexts.
For middle managers, AI has both positive and negative effects: it supports data analysis and managerial decision-making while creating concerns about automation of some managerial responsibilities.
Cross-study synthesis of findings differentiated by organizational level.
Leadership effects in studies of AI adoption and productivity are endogenous to firm selection and internal processes, so causal studies should use instruments or quasi-experimental designs.
The paper's methodological implication concerning endogeneity and causal inference in AI adoption and productivity research.
Digital-era leadership research increasingly frames leadership as distributed and technologically mediated, with AI systems serving as decision aids, communication intermediaries, or partial substitutes for leader tasks.
Synthesis of emerging e-leadership and digital leadership literatures.
The effects of transformational leadership operate through cognitive and affective mediators and vary according to contextual moderators.
Review synthesis of meta-analytic findings concerning mediators and boundary conditions.
The interaction of the AI Act and GDPR creates synergies in governance and accountability but can also compound compliance burdens, producing trade-offs between reduced harms and trust on one hand and efficiency and innovation on the other.
Synthesis of the doctrinal analysis and the paper's discussion of compliance costs, trust, innovation, and regulatory interaction; no quantitative trade-off estimate is provided.
The combined regulatory regimes may induce firms to relocate activities, partition product lines, or maintain dual compliance tracks, thereby affecting the location of data processing and AI development.
Analytical inference from the interaction of extraterritorial obligations, compliance costs, and regulatory differences; no firm-level relocation data are reported.
EU rules may diffuse globally as de facto standards because firms adopt uniform EU-aligned practices to preserve market access, potentially reducing regulatory fragmentation while exporting EU norms.
Comparative legal analysis of extraterritoriality and market-access incentives, interpreted through the regulatory-governance and regulatory-capitalism literature.
Governance-by-design may shift innovation toward safer and more auditable systems, while potentially slowing time-to-market.
Theoretical and interpretive analysis of how embedded compliance requirements may affect product design and innovation incentives; no quantitative innovation or time-to-market estimate is provided.
Incorporating constitutive dynamics into matching theory implies that worker preferences and suitability may be endogenous and shaped by organizational experience rather than fully stable and observable in advance.
Theoretical implication for labor-market matching and market-design models; no equilibrium model or empirical estimate is presented.
Correspondence-based fit research is most compatible with surveys, alignment metrics, dyadic or market-matching measures, and causal estimation, while constitutive-fit research is more compatible with qualitative methods, longitudinal process tracing, and analysis of interpretation and affect.
Methodological implications derived from the distinct epistemological assumptions of the two ontologies.
The two ontologies imply different process explanations for organizational outcomes: correspondence models emphasize trait alignment leading to outcomes such as satisfaction and retention, whereas constitutive models emphasize interpretive work leading to meaningfulness and adjustment.
The article develops separate processual explanations for each ontology; the claim is conceptual rather than an estimate from observed data.
Person–organization fit research rests on two distinct ontologies: a correspondence ontology that treats fit as alignment between person and organization attributes, and a constitutive ontology that treats fit as an enacted and interpretive accomplishment.
Conceptual and theoretical synthesis distinguishing two underlying ontologies; no new empirical data are reported.
Supervisor support was directly associated with higher occupational resilience and lower affective numbing.
Longitudinal panel; supervisor support was measured at T1, while occupational resilience and affective numbing were measured at T2.
Perceived AI autonomy was directly associated with higher occupational resilience and lower affective numbing.
Longitudinal panel; AI autonomy was measured at T1, while occupational resilience and affective numbing were measured at T2, controlling for AI work pressure and supervisor support where specified.
The two banks studied use different primary performance metrics: one relies on Unit Profitability, while the other has begun adopting Customer Profitability.
Comparative qualitative case study of two national commercial banks, using document analysis and stakeholder insights.
Organizational AI acculturation can generate positive private returns while also producing negative social externalities through propagation of biased or stale practices.
Conceptual analysis of the divergence between firm-level incentives and aggregate welfare; the paper proposes studying incentive and regulatory designs rather than reporting an empirical estimate.
Following the COVID-19 shock, European airlines converged in some network dimensions while remaining persistently differentiated in others.
The post-pandemic longitudinal comparison evaluates OT-based network dimensions across the 32-airline sample.
Relative to a 2016 baseline, the longitudinal analysis identifies diverse adjustment trajectories across airlines.
Airline-year distributions are compared with a 2016 baseline over the 2016–2025 observation window.
In an application to 32 European airlines observed from 2016 through 2025, airline similarities were multidimensional and varied by carrier type and network feature.
The empirical analysis uses scheduled passenger-flight data for 32 European airlines over the 2016–2025 period and compares carriers across multiple OT dimensions.
Hallucination-detection approaches based on response dispersion can provide sample-level evidence of hallucination without access to model internals, but they cannot detect confident, consistent errors.
Formal review of reference-free, internal-state, and retrieval-alignment detection methods, including the worked example in the paper.
Coding was the only reported domain showing mild forgetting for Thomson-1.0-Large relative to its base model, while general mathematical and abstract reasoning remained within the Qwen performance level.
Authors' interpretation of cross-domain results, including coding scores of 39.9% for Thomson-1.0-Large versus 40.9% for Qwen3.5-397B and reasoning scores of 68.4% versus 66.8%.
In settings where strategic and operational authority are fused, the decision to delegate tasks to AI or retain human discretion is endogenous to the GM's locus of authority.
Conceptual implication applying the locational-assumption finding to AI task allocation; it is not directly tested with AI deployment data.
AI adoption and performance in hospitality-like settings should be expected to vary across managers because blended strategic-operational roles, managerial adaptability, leadership style, and governance context can produce heterogeneous implementation choices and returns.
Conceptual implication derived from the hospitality GM framework; no direct AI adoption experiment or quantified treatment-effect estimate is reported.
The organizational context affecting GM decisions should be modeled as co-constituted by GM actions and governance structures rather than treated solely as an exogenous moderator.
Cross-domain theoretical synthesis emphasizing governance, institutional constraints, stakeholder interactions, and operational feedback loops.
Static models linking stable managerial traits to stable decisions are insufficient because the effects of GM characteristics depend on dynamic competence, situational expression of values, leadership adaptability, and recognition of gendered traits.
Thematic synthesis of studies on GM characteristics and leadership styles, used to qualify the dispositional assumption.
In hospitality, general managers often combine strategic and operational authority, so the relationship between leader characteristics and organizational outcomes is conditional on the GM's blended role.
Cross-domain synthesis of hospitality GM literature addressing the locational assumption and the convergence of strategic and operational authority.
Upper Echelons Theory does not function as a universal set of assumptions for hospitality general managers; its locational, dispositional, situational, and temporal assumptions operate as boundary conditions that require qualification in high-contact service settings.
Integrative review and cross-domain theoretical synthesis of 92 empirical and conceptual studies on hospitality general managers, covering GM characteristics, leadership styles, and succession.
The company-level version of SCAF conceptualizes vulnerability as exposure created by product deployment reach, coping as features that help users respond to and recover from failures, and adaptive capacity as features and practices that reduce future failures and improve learning.
Table 2's operational definitions of company contributions to vulnerability, coping, and adaptive capacities.
Companies that deploy AI agents increase societal vulnerability to agentic-AI risks, while the same companies can also build societal resilience through design decisions that improve responses to failure.
The paper's explicit claim that deployment increases exposure, paired with its framework for coping and adaptive contributions.
The paper concludes that access to AI technologies alone may be insufficient to generate sustained organizational value; firms also need organizational resources and capabilities to integrate AI into business processes.
Conceptual interpretation combining the RBV and four-layer AI framework with secondary evidence on Vietnamese enterprise readiness; the framework is explicitly not empirically validated.
In Vietnam, AI adoption is uneven and is concentrated primarily among large enterprises, financial institutions, and technology firms with relatively advanced digital infrastructure and financial resources.
Qualitative contextual analysis based on secondary sources and comparison of global best practices with Vietnam's adoption conditions; no representative enterprise survey is reported.
Highly skilled workers who complement AI are likely to receive a skill premium, whereas medium-skilled workers displaced by AI may experience stagnant or declining incomes if they do not successfully retrain.
The paper explains the claim through skill scarcity, complementarity, and displacement mechanisms and refers to micro-level studies and an IMF working paper, but reports no original estimates.
AI contributes to employment polarization by increasing the relative demand for high-skilled and low-skilled labor while reducing demand for medium-skilled labor.
The paper provides a conceptual task-based explanation: AI is relatively advantaged in routine cognitive and physical tasks, while non-routine abstract and manual tasks remain more dependent on human labor; it cites prior empirical research.
Successful AI implementation in S&OP depends on contextual conditions and mechanisms, and implementation involves both opportunities and barriers.
Paper IV’s analysis of existing AI implementation cases and Paper V’s CIMO-based conceptualization of AI implementation in supply-chain planning.
The first study finds that integration requirements differ across S&OP subprocesses and planning situations, indicating that a one-size-fits-all approach to S&OP is insufficient.
Paper I, described as an empirical multiple-case study examining integration requirements within S&OP subprocesses.
Four of the five primitives were built and running in private pilots, while supply-chain functionality was built as separate tooling but had not yet been integrated into the request path.
Authors' implementation-status report; no pilot sample size or outcome measurements are reported.
The paper limits PES's applicability to settings in which multi-user deployment, execution audit, and expected persona churn occur jointly.
Scope and applicability statement; this is a stated boundary condition rather than an empirically validated result.
Across HumanEval Plus, MBPP, MATH-500, and ASQA, the experiments report that PROGROUTER reduces operating cost relative to key baselines while maintaining strong task-solving performance.
The abstract states the cross-benchmark experimental finding; the reported benchmarks cover code generation, mathematical reasoning, and retrieval-augmented long-form question answering.
The World Economic Forum projects a net global gain of 78 million jobs by 2030, alongside 92 million job losses in more automatable categories, with software- and AI-related roles among the fastest-growing.
World Economic Forum Future of Jobs projection cited by the report; this is a forecast rather than an observed causal estimate.