Labor Economics – Page 20 – artdiamondblog.com

Entrepreneur Pan Leaves Communist China After Xi Arrests Human Rights Defender and Friend

(p. B1) China’s economy is on a tear. Factories are humming, and foreign investment is flowing in. Even so, the wealthy and powerful people atop some of the country’s most prominent companies are heading for the exits.

The latest are Pan Shiyi and Zhang Xin, the husband-and-wife team that runs Soho China, a property developer known for its blobby, futuristic office buildings. In striking a deal this week to sell a controlling stake to the investment giant Blackstone for as much as $3 billion, Mr. Pan and Ms. Zhang are turning over the company as high-profile entrepreneurs come under public and official scrutiny in China like never before.

. . .

(p. B5) “For big tycoons in China, nowadays they need to be careful in general,” said Ling Chen, who studies state-business relations in China at the School of Advanced International Studies at Johns Hopkins University.

. . .

Mr. Pan was . . . one of the first Chinese business leaders to recognize the power of the internet in marketing and public relations. He wrote a popular blog in the 2000s. Then, when the Twitter-like social media platform Weibo came along, he quickly became one of its most influential voices, amassing more than 20 million followers.

. . .

He was never too pointed in expressing his opinions. But he wanted China to learn from its mistakes, such as its cruel treatment of the moneyed and educated classes during the Cultural Revolution.

After Mr. Xi took office as China’s top leader in 2013, the authorities began going after businesspeople and intellectuals with big online followings. The police that year arrested Wang Gongquan, a friend of Mr. Pan’s and supporter of human rights causes, on charges of disrupting public order.

Mr. Pan and Ms. Zhang began selling off property holdings in China and spending more time in the United States.

For the full story, see:

Raymond Zhong. “A Chinese Power Couple Cashes Out.” The New York Times (Friday, June 18, 2021): B1 & B5.

(Note: ellipses added.)

(Note: the online version of the story has the date June 17, 2021, and has the title “As China Scrutinizes Its Entrepreneurs, a Power Couple Cashes Out.”)

Risk Averse Family Firms with Large Cash Reserves Can Last 1,000 Years

Is longevity for firms a noble goal? Or do humans usually flourish more in the churn of creative destruction?

(p. B1) KYOTO, Japan — Naomi Hasegawa’s family sells toasted mochi out of a small, cedar-timbered shop next to a rambling old shrine in Kyoto. The family started the business to provide refreshments to weary travelers coming from across Japan to pray for pandemic relief — in the year 1000.

Now, more than a millennium later, a new disease has devastated the economy in the ancient capital, as its once reliable stream of tourists has evaporated. But Ms. Hasegawa is not concerned about her enterprise’s finances.

Like many businesses in Japan, her family’s shop, Ichiwa, takes the long view — albeit longer than most. By putting tradition and stability over profit and growth, Ichiwa has weathered wars, plagues, natural disasters, and the rise and fall of empires. Through it all, its rice flour cakes have remained the same.

Such enterprises may be less dynamic than those in other countries. But their resilience offers lessons for businesses in places like the United States, where the coronavirus has forced tens of thousands into bankruptcy.

“If you look at the economics textbooks, enterprises are supposed to be maximizing profits, scaling up their size, market share and growth rate. But these companies’ operating principles are completely different,” said Kenji Matsuoka, a professor emeritus of business at Ryukoku University in Kyoto.

(p. B5) “Their No. 1 priority is carrying on,” he added. “Each generation is like a runner in a relay race. What’s important is passing the baton.”

Japan is an old-business superpower. The country is home to more than 33,000 with at least 100 years of history — over 40 percent of the world’s total, according to a study by the Tokyo-based Research Institute of Centennial Management. Over 3,100 have been running for at least two centuries. Around 140 have existed for more than 500 years. And at least 19 claim to have been continuously operating since the first millennium.

. . .

The businesses, known as “shinise,” are a source of both pride and fascination.

. . .

Most of these old businesses are, like Ichiwa, small, family-run enterprises that deal in traditional goods and services. But some are among Japan’s most famous companies, including Nintendo, which got its start making playing cards 131 years ago, and the soy sauce brand Kikkoman, which has been around since 1917.

. . .

The Japanese companies that have endured the longest have often been defined by an aversion to risk — shaped in part by past crises — and an accumulation of large cash reserves.

It is a common trait among Japanese enterprises and part of the reason that the country has so far avoided the high bankruptcy rates of the United States during the pandemic. Even when they “make some profits,” said Tomohiro Ota, an analyst at Goldman Sachs, “they do not increase their capital expenditure.”

Large enterprises in particular keep substantial reserves to ensure that they can continue issuing paychecks and meet their other financial obligations in the event of an economic downturn or a crisis. But even smaller businesses tend to have low debt levels and an average of one to two months of operating expenses on hand, Mr. Ota said.

For the full story, see:

Ben Dooley and Hisako Ueno. “A Family Business Got Its Start In a Pandemic (1,000 Years Ago).” The New York Times (Saturday, December 5, 2020): B1 & B5.

(Note: ellipses added.)

(Note: the online version of the story was updated Jan. 7, 2021, and has the title “This Japanese Shop Is 1,020 Years Old. It Knows a Bit About Surviving Crises.”)

Older Americans Shifting to Entrepreneurship at Faster Pace

(p. B6) In April [2020], Dave Summers lost his job as director of digital media productions at the American Management Association, a casualty of layoffs brought on by the pandemic.

Mr. Summers, 60, swiftly launched his own business as a digital media producer, coach and animator who creates podcasts, webcasts and video blogs.

And in September, he and his wife, who teaches nursery school, moved from Danbury, Conn., to Maryville, Tenn., which they discovered while visiting their son in Nashville. “My new work is all virtual, so I can live anywhere,” he said. “Not only is it a cheaper place to live, we love hiking and the outdoors, and our new town is in the foothills of the Great Smoky Mountains.”

Droves of small businesses have been shuttered by the economic fallout of the coronavirus, but for Mr. Summers, starting a new one was the best option.

“I’m not sitting on a massive nest egg, so I need to work to keep afloat,” he said. “It’s also about being healthy and happy. I can’t just retire because underneath it all I’m creative, and I have to be busy doing stuff and helping people tell their stories.”

While the coronavirus pandemic is causing many older workers who have lost jobs, or who have been offered early retirement severance packages, to decide to leave the work force, others like Mr. Summers are shifting to entrepreneurship.

In fact, older Americans had already been starting new businesses at a fast rate. In 2019, research from the Kauffman Foundation, a nonpartisan group supporting entrepreneurship, found that more than 25 percent of new entrepreneurs were ages 55 to 64, up from about 15 percent in 1996.

Across the age spectrum, there has been a rise in new business start-ups since May [2020], according to the Census Bureau. The surge is likely “powered by newly unemployed individuals opting to start their own businesses, either by choice or out of necessity,” according to the Economic Innovation Group, a bipartisan public policy organization.

. . .

It turns out that the importance of entrepreneurship, or self-employment as a form of work, increases significantly with age, according to a report by Cal J. Halvorsen and Jacquelyn B. James of the Center on Aging & Work at Boston College.

According to the report: “While about one in six workers in their 50s are self-employed, nearly one in three are self-employed in their late 60s and more than 1 in 2 workers over the age of 80 are self-employed.

For the full story, see:

Kerry Hannon. “Older Americans Make a New Start in a Business of Their Own.” The New York Times (Friday, November 27, 2020): B6.

(Note: ellipsis, and bracketed year, added.)

(Note: the online version of the story has the date Oct. [sic] 21, 2020, and has the title “Making a New Start in a Business of Their Own.”)

Chinese Local Governments Run Up $6 Trillion in Debt, Partly to Build Giant Statues and a Full-Size Replica of Titanic

(p. B1) To officials in her corner of China, the statue of Yang Asha, a goddess of beauty, serves as a tribute to the rich culture of the local people and, they hope, a big draw for sightseers and their money. To many others in China, she is another white elephant in a country full of expensive monuments, gaudy tourist traps and wasteful vanity projects that draw money away from real problems.

Those critics point to the statue of Guan Yu, a general from antiquity, in the city of Jingzhou, where he also towers higher than the Statue of Liberty and wields an enormous polearm called the Green Dragon Crescent Blade.

They point to the Jingxingu Hotel, a 24-story wooden building with lots of empty balconies and open spaces but few actual rooms — and it has not accepted guests beyond a few tourists who come to gawk.

They point to the construction of a full-size, $150 million replica of the Titanic in a reservoir deep in China’s interior, 1,200 miles from (p. B5) the ocean.

. . .

Singling out the $38 million Jingxingu Hotel and the $224 million Guan Yu project, which also included an elaborate base and surrounding park, the Ministry of Housing and Urban-Rural Development ordered on Sept. 29 [2020] that communities may not “blindly build large-scale sculptures that are divorced from reality and the masses.”

Chinese government officials have long prized big projects. China now has four-fifths of the world’s 100 tallest bridges, more miles of ultramodern expressways than the American interstate highway system and a bullet-train network long enough to span the continental United States seven times. Those projects have employed millions of people and helped fuel the country’s breakneck growth.

But local officials borrowed heavily to fund those projects. Estimates put the amount of local debt as high as $6 trillion, raising fears of financial bombs lurking in the ledgers of far corners of the country.

Beijing has doubled down on further investment spending this year in an initially successful bid to shake off an economic hangover from the outbreak of coronavirus in China last winter.

Yet with each passing year, as projects are built in ever-more-remote places, the economic kick from each project becomes less and less. China is on track this year to add debt equal to four months’ economic output while its economy grows by an amount equal to less than two weeks’ output.

Local government borrowing “is still out of control,” said Gary Liu, an independent economist in Shanghai.

For the full story, see:

Keith Bradsher. “As China Battles Poverty, Colossal Projects Draw Ire.” The New York Times (Fri., Nov. 27, 2020): B1 & B5.

(Note: ellipsis, and bracketed year, added.)

(Note: the online version of the story has the date Nov. 26, 2020, and has the title “A Soaring Monument to Beauty in China Is Stirring Passions. Mostly Anger.”)

Those Lacking Degrees Are Cheaper, More Loyal, and Often Equally Able

(p. B5) Millions of jobs requiring a four-year college degree can be done without that level of education, some corporate leaders say.

To address inequalities in business and society, some executives suggest that companies shake up their approach to hiring and consider unconventional candidates. Black Americans in particular are often left unprepared by the U.S. education system, and companies could help by hiring workers without a degree and giving them training, Kenneth Frazier, CEO of Merck & Co., said Tuesday at The Wall Street Journal’s CEO Council Summit.

“It’s really important for us to recognize that because people haven’t had an opportunity early in their lives, it doesn’t mean that they can’t make a real contribution to your company,” Mr. Frazier said.

. . .

“We get many people who are cheaper, they’re just as good, they’re very loyal because this gives them an opportunity,” he said. “For those of us who are insiders now by virtue of our success and our positions in companies, we need to extend ourselves and reach out, and bring in people who may not be the people that we’re comfortable with, and may not be the first person that we think of.”

For the full story, see:

Chip Cutter. “Some CEOs Suggest Hiring More People Without Degrees.” The Wall Street Journal (Thursday, May 6, 2021): B5.

(Note: ellipsis added.)

(Note: the online version of the story has the date May 5, 2021, and has the title “Some CEOs Suggest Dropping Degree Requirements in Hiring.”)

Some Oil and Gas Landmen Seamlessly Transition to Being Wind and Solar Landmen

(p. A1) Carter Collum used to spend mornings shoulder to shoulder with competitors in the record rooms of East Texas courthouses, hunting for the owners of underground natural-gas deposits. At night, he made house calls, offering payments and royalties for permission to drill.

Mr. Collum worked as a landman, tracking the owners of oil and gas trapped in rock layers thousands of feet beneath the earth’s surface and getting their signatures, a job about as old as the American petroleum industry.

. . .

These days, the jobs are going dry. Landmen, after riding the highs of the boom, face weakened demand for fossil fuels and investor indifference to shale companies after years of poor returns. Instead of oil and gas (p. A10) fields, some landmen are securing wind and solar fields, spots where the sun shines brightest and the wind blows hardest.

The difference is shale wells eventually empty and, in good times, that keeps landmen on the prowl for new land and new contracts. Wind and solar energy never run out, limiting demand for new leases as well as landmen.

For the full story, see:

Rebecca Elliott. “Oil-and-Gas Landmen Now Hunt for Wind and Sun.” The Wall Street Journal (Monday, April 19, 2021): A1 & A10.

(Note: ellipsis added.)

(Note: the online version of the story has the date April 18, 2021, and has the title “Landmen Who Once Staked Claims for Oil and Gas Now Hunt Wind and Sun.”)

Some Tech Startups, and Big Tech Firms, Want Workers Back in Office

(p. A1) For a tech guy, Mike de Vere, chief executive of fintech software startup Zest AI, has a contrarian return-to-work plan for his 100 employees: he wants them in the office full time.

Mr. de Vere said having employees together in the Burbank, Calif., headquarters improves communication, builds trust and allows for them to absorb knowledge from more experienced colleagues.

“We believe that we will be our best selves the more that we are together,” he said.

As more tech companies leverage the promise of flexible work arrangements as a competitive advantage, some are going the opposite route, betting that a strong office culture is what will help them recruit and retain the best talent.

Proponents of fully in-office work cite a range of benefits, from the collaboration that can result from happenstance interactions to easier communication. Plus, they add, plenty of people enjoy working in offices, especially after months spent, for some, in makeshift arrangements. Given the tech industry’s status as a bellwether for workplace trends, professionals in many industries are watching to see where it lands.

. . .

(p. A4) Dan Kaplan, a partner with organizational consulting firm KornFerry International, said the pandemic has permanently changed the equation for employees. The days of being in the office just to show your face are over: “People aren’t willing to do it anymore,” he said.

Though people early in their careers crave mentorship and the ability to build their social circles on the job, Mr. Kaplan said he’s started seeing flexibility as a point of negotiation between job seekers and employers. Candidates are trying to broker fewer days a week in the office and CEOs prefer more time in person, he said.

“There is going to be tension in the system,” he said. What tech companies do will have impacts across industries, he added.

. . .

An Amazon spokesman said the company plans to gradually return to an office-centric workweek because it “enables us to invent, collaborate, and learn together most effectively.”

For the full story, see:

Katherine Bindley. “Tech Startups Eye a World, Post-Covid, Back in the Office.” The Wall Street Journal (Monday, April 26, 2021): A1 & A4.

(Note: ellipses added.)

(Note: the online version of the story has the date April 25, 2021, and has the title “Five Days in the Office? For These Startups, the Future of Work Is Old School.” The online edition says that the title of the print edition was: “Tech Startups Eye a World, Post-Virus, Back in the Office Some Tech Firms View Office As Place to Lure, Hold Talent.” My copy of the print edition had the title in the citation above.)

Illuminators Were in MORE Demand AFTER the Arrival of the Printing Press

(p. C9) In “The Bookseller of Florence,” Ross King relates the fascinating story of a bookstore run by Vespasiano da Bisticci, a Florentine born in 1422, whose shop on the Via dei Librai, or Street of Booksellers, sat at the center of Florence’s golden age and its valiant recovery of ancient knowledge.

. . .

Before long, Vespasiano established a bookshop selling beautifully made manuscripts of newly fashionable Roman classics for prosperous clients. He was well placed: Florence, “the new Athens on the Arno,” was a city where an astounding seven of 10 citizens could read.

. . .

Vespasiano’s life straddled two eras. Before the dawn of movable type in Europe, readers relied on manuscripts, painstakingly copied by hand with goosequills on parchment made from animal skins. After, they flocked to buy cheaper books printed on presses. Meanwhile, scribes either became early adopters—trading their inkpots for composing sticks—or found themselves surprisingly busy rubricating and illuminating innumerable books rolling off the new presses. By the time the presses made their way south of the Alps, Vespasiano was in his early 30s and, for whatever reason, chose not to embrace the new technology.

Printing came to Florence later than elsewhere, possibly due in part to Vespasiano, who continued to sell only books copied out on parchment. Still, competition from printed books began to tell on his sales. Then, just when it seemed he might be edged out of the market, there arrived a redeeming commission by the count of Urbino, Federico da Montefeltro, for “the finest library since antiquity,” one that would keep Vespasiano’s team of dozens of scribes and illuminators busy for nearly a decade, well into the era of the printing press. Montefeltro, a wealthy mercenary—who at the age of 15 had seized a fortress long believed impregnable—was also a bookish man, like many in the Renaissance. He retained five men to read to him as he ate, and even a poet to sing his praises. Among the many books created for his library was Vespasiano’s masterpiece, the Urbino Bible, one of the most lavish illustrated books of all time.

For the full review, see:

Ernest Hilbert. “Wise Men Fished There.” The Wall Street Journal (Saturday, April 24, 2021): C9.

(Note: ellipses added.)

(Note: the online version of the review has the date April 15, 2021, and has the title “‘The Bookseller of Florence’ Review: Manuscripts and Medicis.”)

The book under review is:

King, Ross. The Bookseller of Florence: The Story of the Manuscripts That Illuminated the Renaissance. New York: Atlantic Monthly Press, 2021.

New Regulations Pushed by Union Allied with de Blasio Will Limit New NYC Hotels

(p. A8) Mayor Bill de Blasio and other New York City leaders are pushing a controversial plan to drastically restrict hotel development, a move that the mayor’s own experts fear could endanger the city’s post-pandemic recovery and cost billions in lost tax revenue.

. . .

The Council is expected to approve the plan in time for Mr. de Blasio to see it become law before he leaves office this year. Once it is in place, developers fear that few, if any, new hotels would be built.

. . .

“We flag that to continue with this proposal could be seen as contrary to economic recovery principles and sound planning,” Marisa Lago, the director of the planning department, wrote last year in the memo to City Hall.

But Mr. de Blasio’s views hew closer to those of another group: the hotel workers union that endorsed his 2020 presidential campaign, pouring $440,000 into ads to bolster his ill-fated candidacy.

The union, the Hotel Trades Council, has long pushed to limit the construction of new hotels, which are often nonunion. Its calculation has been that limiting the development of such hotels, which typically offer less-expensive lodging than existing full-service hotels, would tend to increase hotel room prices generally and bolster the higher-end hotels where many of its workers are employed.

. . .

In most of the city, developers are free to build hotels in areas that are zoned for such use. Under a special approval process, building hotels would become far more challenging, said Moses Gates, vice president of housing and neighborhood planning at the Regional Plan Association, an influential nonprofit planning group. No other type of routine development currently gets the kind of scrutiny that Mr. de Blasio is proposing for hotels, he said.

“Hotels would be the only common land use which would always need City Council approval to be built, no matter what,” Mr. Gates said.

. . .

The Hotel Trades Council’s support of a special permit process for new hotels may seem counterintuitive, since it is effectively opposing the growth of jobs in the industry that it represents. Union hotel jobs in New York City provide one of the few pathways to the middle class for workers with no college education.

“Labor generally is in favor of employment and of growth, but especially jobs in their own sector,” said Harry C. Katz, a professor of collective bargaining at Cornell University.

But mid-market hotels that serve middle-class tourists are hard to unionize, union and industry experts say. If citywide special permits are adopted, as is expected, the hotel union would most likely use its political leverage to pressure Council members to only accept new hotels that use union labor.

For the full story, see:

Dana Rubinstein and J. David Goodman. “A Plan to Limit New Hotels in New York Meets Resistance.” The New York Times (Wednesday, April 28, 2021): A8.

(Note: ellipses added.)

(Note: the online version of the story has the date April 27, 2021, and has the title “A $7 Billion Mistake? New York Seeks to Curb New Hotels.”)

The research co-authored by Stone and mentioned above was described in:

Stone, Brian, Jr., Evan Mallen, Mayuri Rajput, Carina J. Gronlund, Ashley M. Broadbent, E. Scott Krayenhoff, Godfried Augenbroe, Marie S. O’Neill, and Matei Georgescu. “Compound Climate and Infrastructure Events: How Electrical Grid Failure Alters Heat Wave Risk.” Environmental Science & Technology (published online in advance of print on April 30, 2021).

Hundreds of Thousands at Risk From Blackouts That Shut Off Air Conditioning

(p. A15) Because both heat waves and blackouts are becoming more frequent, “the probability of a concurrent heat wave and blackout event is very likely rising as well,” Dr. Stone said.

So Dr. Stone, along with a team of eight other researchers — from Georgia Tech, Arizona State, the University of Michigan and the University of Guelph in Ontario, Canada — set out to gauge the human health consequences when power failures coincide with heat waves.

. . .

Crucially, the researchers wanted to know how hot the insides of homes would get under those conditions — something that Dr. Stone said had never been tried before.

. . .

The results were alarming. In Atlanta, more than 350,000 people, or about 70 percent of residents, would be exposed to indoor temperatures equal to or greater than 32 degrees Celsius (89.6 degrees Fahrenheit), the level at which the National Weather Service’s heat classification index says heat exhaustion and heat stroke are possible.

In Detroit, more than 450,000, or about 68 percent, would be exposed to that indoor temperature. In Phoenix, where a vast majority of residents rely on air-conditioning, the entire population would be at risk — almost 1.7 million people.

Even without a blackout, some residents in each city lack access to air-conditioning, exposing those residents to dangerous indoor temperatures during a heat wave. Those numbers range from 1,000 people in Phoenix to 50,000 in Detroit, based on the characteristics of their homes, the authors found.

That exposure is most pronounced for the lowest-income households, who are 20 percent less likely to have central air-conditioning than the highest-income households.

For the full story, see:

Christopher Flavelle. “Blackouts Are Growing Threat to U.S. Cities.” The New York Times (Tuesday, May 4, 2021): A15.

(Note: ellipses added.)

(Note: the online version of the story was updated May 5, 2021, and has the title “A New, Deadly Risk for Cities in Summer: Power Failures During Heat Waves.”)

The research co-authored by Stone and mentioned above was described in:

Automation Tools Assist, but Do Not Replace, Surgeons

(p. D4) Using many of the same technologies that underpin self-driving cars, autonomous drones and warehouse robots, researchers are working to automate surgical robots too. These methods are still a long way from everyday use, but progress is accelerating.

. . .

The aim is not to remove surgeons from the operating room but to ease their load and perhaps even raise success rates — where there is room for improvement — by automating particular phases of surgery.

Robots can already exceed human accuracy on some surgical tasks, like placing a pin into a bone (a particularly risky task during knee and hip replacements). The hope is that automated robots can bring greater accuracy to other tasks, like incisions or suturing, and reduce the risks that come with overworked surgeons.

During a recent phone call, Greg Hager, a computer scientist at Johns Hopkins, said that surgical automation would progress much like the Autopilot software that was guiding his Tesla down the New Jersey Turnpike as he spoke. The car was driving on its own, he said, but his wife still had her hands on the wheel, should anything go wrong. And she would take over when it was time to exit the highway.

“We can’t automate the whole process, at least not without human oversight,” he said. “But we can start to build automation tools that make the life of a surgeon a little bit easier.”

. . .

. . . the Berkeley researchers have been working to automate their robot, which is based on the da Vinci Surgical System, a two-armed machine that helps surgeons perform more than a million procedures a year. Dr. Fer and his colleagues collect images of the robot moving the plastic rings while under human control. Then their system learns from these images, pinpointing the best ways of grabbing the rings, passing them between claws and moving them to new pegs.

But this process came with its own asterisk. When the system told the robot where to move, the robot often missed the spot by millimeters. Over months and years of use, the many metal cables inside the robot’s twin arms have stretched and bent in small ways, so its movements were not as precise as they needed to be.

Human operators could compensate for this shift, unconsciously. But the automated system could not. This is often the problem with automated technology: It struggles to deal with change and uncertainty. Autonomous vehicles are still far from widespread use because they aren’t yet nimble enough to handle all the chaos of the everyday world.

. . .

Many obstacles lie ahead, scientists note. Moving plastic pegs is one thing; cutting, moving and suturing flesh is another. “What happens when the camera angle changes?” said Ann Majewicz Fey, an associate professor at the University of Texas, Austin. “What happens when smoke gets in the way?”

For the foreseeable future, automation will be something that works alongside surgeons rather than replaces them.