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The purpose of this paper is to measure the effect of superstar gig workers, defined as independent contractors who are the most successful in their field, on shareholder value. Gig workers comprise as much as 33% of the workforce and are projected to exceed 50% by 2028. Thus, understanding their impact on shareholder value is important.

This paper uses OLS regression analysis. To establish causality regarding wealth effects, the sudden deaths of superstar gig workers are used. To facilitate the uncontaminated measurement of wealth effects, sudden deaths that coincide with a significant event on a [−3, 3] window about the death event are not used.

The sudden death of a superstar gig worker causes shareholder wealth to increase significantly by 0.35% or almost $1.5m. Rational and behavioral explanations are offered for this result.

Generalizability is limited because data on superstar gig workers in traditional corporations are unavailable. For this reason, this paper uses the only available data, namely, data on superstar wrestlers, who are contracted to perform in matches (i.e. “gigs”) in a lucrative promotion (e.g. World Wrestling Entertainment (WWE)). Future research could examine the effect of corporate gig workers on shareholder value if the data become available at some point.

This paper is the first to document the effects of any type of gig worker, whether superstar or regular, on shareholder value.

The Internet and social media have fundamentally transformed the ways in which individuals find jobs. Relatively little is known about how demand-side market actors use online information and the implications for social stratification and mobility. This study provides an in-depth exploration of the online recruitment strategies pursued by human resource (HR) professionals. Qualitative interviews with 61 HR recruiters in two southern US metro areas reveal two distinct patterns in how they use Internet resources to fill jobs. For low and general skill work, they post advertisements to online job boards (e.g., Monster and CareerBuilder) with massive audiences of job seekers. By contrast, for high-skill or supervisory positions, they use LinkedIn to target passive candidates – employed individuals who are not looking for work but might be willing to change jobs. Although there are some intermediate practices, the overall picture is one of an increasingly bifurcated “winner-take-all” labor market in which recruiters focus their efforts on poaching specialized superstar talent (“purple squirrels”) from the ranks of the currently employed, while active job seekers are relegated to the hyper-competitive and impersonal “black hole” of the online job boards.

COVID-19 has accelerated the shift to remote work. Enabling knowledge workers to do their jobs from home or elsewhere brings benefits by increasing labour participation, avoiding unproductive commuting time (thus reducing the carbon footprint), and reducing the gender gap by enabling a partner with domestic care responsibilities to work. Not all jobs are suitable for remote work, but far more remote work is feasible than has been typical to date. The post-pandemic new normal is sure to differ both from the pre-pandemic normal and from current arrangements. Hybrid arrangements where part of the week is spent at the office, and a part at home, might well become the norm. Employers, workers, trade unions, and governments will need to adapt to the new normal.

The purpose of this paper is to study the growth dynamics in a model where labor productivity is shaped by two forces. On one hand, it is determined by the extent in which available technology has been already explored. On the other hand, some labor skills may become obsolete, jeopardizing the ability of the labor input in creating value, namely when a transition between technological states takes place.

A theoretical model is developed, based on previous work about hierarchical organizations of production, in order to build an integrated structure of analysis for growth, productivity, innovation and obsolescence of skills.

In a setting in which output grows through the accumulation of layers of activity, the generation of income and the evolution of techniques will be determined by the choice of a representative agent, who faces a trade-off between consumption utility and the desire to maintain intact the skills of the labor force.

The theory provides an analytical structure to think about skill acquisition and skill obsolescence in the context of economic growth. Further work is necessary, namely at an empirical level, to test the validity and the reasonability of the model's implications.

The paper sheds light on the role of labor productivity as a growth determinant. It seeks a deeper understanding on the relationship between human capabilities and the efficient use of technology.

In the context of worker–firm complementarities, the extant literature has focused primarily on worker–firm dyads that generate additional revenue for the firm. However, we extend the study of worker–firm complementarities by examining matches that create value through the generation of additional nonpecuniary utility for employees. Through this lens, we hypothesize that mobile employees will receive lower wages to offset the benefits they receive from these nonpecuniary complementarities. Further, we hypothesize that star employees who create unique revenue-generating complementarities receive higher wages than otherwise predicted as they can capture a share of the additional revenue they generate. We test this conceptualization using panel data on all US National Basketball Association players from 2000 to 2009. We demonstrate that NBA players accept lower than predicted wages to play for their home teams which reflects worker utility-generating complementarities. We also show that superstars receive higher than predicted wages to play for their home teams, consistent with firm revenue-generating complementarities.

We provide a Bayesian inference for a mixture of two Pareto distributions which is then used to approximate the upper tail of a wage distribution. The model is applied to the data from the CPS Outgoing Rotation Group to analyze the recent structure of top wages in the United States from 1992 through 2009. We find an enormous earnings inequality between the very highest wage earners (the “superstars”), and the other high wage earners. These findings are largely in accordance with the alternative explanations combining the model of superstars and the model of tournaments in hierarchical organization structure. The approach can be used to analyze the recent pay gaps among top executives in large firms so as to exhibit the “superstar” effect.

We present an overview of research on spillover effects within firms and introduce a classification of the literature. We divide spillovers into either technological or social in nature. In our classification, a technological spillover is one in which an agent rationally responds to a cue in the workplace that does not rely on the identity or characteristics of a coworker. Social spillovers, on the other hand, may be thought of as arising from the social preferences of an individual or social norms established in the organization.

The paper seeks to test empirically a variety of hypotheses related to human capital and organizational performance within software companies in Egypt.

A valid research instrument was utilized to conduct a survey of 38 software companies who are representative of the 107 members of the Software Industry Chamber of Egypt. A correlation analysis and stepwise regression were conducted to ascertain the validity of the hypotheses.

Statistical support was found for six of the nine hypotheses tested.

One of the limitations of this study is that human capital metrics were based on CEO self‐reported scores. Thus, the ability to generalize is limited to this context.

Of all the human capital metrics collected, the number of superstar developers seems to be the most critical variable in predicting export intensity. Superstar developers are those individuals whose productivity equals four times that of the other developers and twice that of the star developers.

This paper tests empirically the relationship between human capital and organization performance in the Egyptian software industry context and provides support for the recruitment and development of superstar developers.