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AbstractThrough empirical research on the social development of pastoral society in the East Ujimqin Banner, this study puts forward that within the government's "passive development" discourse, local herders would prefer to consciously practice "active development". This method both respects local culture and traditions, and triggers a shift from exogenous to endogenous development. My study shows that only by cultivating the self-development mechanism of ethnic minorities and the initiative to participate in development can we realize the social development of pastoral areas. The survival practices constructed by the local society according to its traditional mechanisms are not only connected with the external market and the state as modes of production, but also enable the local society's modes of livelihood to be maintained and the traditional social culture to continue amid the continuous transformation taking place under the impact of pastoral modernization.

AbstractThe advent of the digital economy has ushered in unprecedented opportunities for corporate development. Utilizing a comprehensive data set comprising Chinese listed companies spanning the period 2011–2020, this study empirically examines the impact of digital transformation on corporate illegality. The findings reveal a significant reduction in corporate illegality attributable to digital transformation. This empirical result retains its significance even when subjected to a battery of robustness tests. In terms of the underlying mechanisms, this paper conjecture that digital transformation reduces the internal and external information asymmetry, thereby curbing corporate illegality. Further heterogeneous analysis shows that digital transformation is more effective among corporates with higher agency cost (state‐owned or large corporates) or corporates located in regions with lower degree of marketization level. These heterogeneous effects provide supportive evidence to the above conjecture. The implications of this study extend the boundaries of digital transformation research and furnish novel and actionable insights into the prevention of corporate illegality.

The majority of past studies on employees' prosocial rule breaking have focused on the effects of individual traits, work characteristics, or leadership behavior. We used social cognitive theory to examine the effect of idiosyncratic deals on core employees' prosocial rule breaking
from the perspective of employee–organization relations. Using a longitudinal design, we conducted a survey with 395 Chinese core employees. The results show that idiosyncratic deals were positively related to core employees' prosocial rule breaking, and that moral disengagement played
a partial mediating role in this relationship. This study gives new insight into the processes through which idiosyncratic deals increase core employees' prosocial rule breaking, and provides important suggestions for how to reduce prosocial rule breaking in organizations. Theoretical and
practical implications and future research prospects are discussed.