a)Dynamics of Old and New Logics: Adoption Decisions of Chinese Private Firm Owners on Employee Old-Age Insurance By Professor Jane Lu Abstract This study examines the voluntary adoption decision of Chinese private firm owners regarding employee old-age insurance during 2000–2008 before the 2010 Social Insurance Law. We find that owners imprinted with the Confucian family support logic are less likely to adopt the new practice, whereas owners imprinted with the lifetime employment logic as well as those embedded in the new contractual employment logic are more likely to do so. Furthermore, we discover that the more an owner is influenced by the new contractual employment logic, the less she is impacted by the two imprinted logics due to cognitive dissonance, but relatively, the effect of the lifetime employment logic is weakened to a lesser extent than that of the family support logic because of the common state-endorsed elements between lifetime and contractual employment logics. We contribute to research on the dynamics of logics and imprint decay at the individual level. b)When worlds collide: Analysts, employees, and corporate philanthropy By Ms. Wei Wu Abstract [Updated] While socially responsible activities are generally embraced and promoted by major stakeholder groups of contemporary corporations, this study investigates the potential conflicts between external and internal stakeholders, i.e., analysts versus employees, regarding their attitudes toward corporate philanthropy. Although the analysts play an increasingly critical role in propelling corporations to engage in social and philanthropic activities, we propose that employees could potentially resist those socially oriented activities, mainly hinging on the outcome of their social comparisons with both internal and external groups on comparable economic gains such as salary. This argument gains robust support from our analysis of panel data on Chinese companies between 2007 and 2019. Specifically, we find that the positive impact of analyst coverage on corporate philanthropy is significantly weakened when employees realize their income gap with the executives (i.e., internal comparison) or are compared unfavorably with their peers in the same industries or regions (i.e., external comparison). Our study advances the research on stakeholders’ influence in corporate social activities by revealing the potential conflicts among different stakeholder groups and also the triggering mechanism of social comparison shaping employees’ attitudes.