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A high-resolution, spatially explicit forest age map is essential for quantifying forest carbon stocks and carbon sequestration potential. Prior attempts to estimate forest age on a national scale in China have been limited by sparse resolution and incomplete coverage of forest ecosystems, attributed to complex species composition, extensive forest areas, insufficient field measurements, and inadequate methods. To address these challenges, we developed a framework that combines machine learning algorithms (MLAs) and remote sensing time series analysis for estimating the age of China's forests. Initially, we identify and develop the optimal MLAs for forest age estimation across various vegetation divisions based on forest height, climate, terrain, soil, and forest-age field measurements, utilizing these MLAs to ascertain forest age information. Subsequently, we apply the LandTrendr time series analysis to detect forest disturbances from 1985 to 2020, with the time since the last disturbance serving as a proxy for forest age. Ultimately, the forest age data derived from LandTrendr are integrated with the result of MLAs to produce the 2020 forest age map of China. Validation against independent field plots yielded an R2 ranging from 0.51 to 0.63. On a national scale, the average forest age is 56.1 years (standard deviation of 32.7 years). The Qinghai–Tibet Plateau alpine vegetation zone possesses the oldest forest with an average of 138.0 years, whereas the forest in the warm temperate deciduous-broadleaf forest vegetation zone averages only 28.5 years. This 30 m-resolution forest age map offers crucial insights for comprehensively understanding the ecological benefits of China's forests and to sustainably manage China's forest resources. The map is available at 10.5281/zenodo.8354262 (Cheng et al., 2023a). [ABSTRACT FROM AUTHOR]

Purpose: This study proposed and examined a unique but underresearched strategic response to coercive institutional pressure, covert neutralization, in which organizations neutralize coercive institutional pressure by manipulating influential factors within their discretion while conforming to the pressure. In addition, this study pointed out that the extent of covert neutralization is contingent on organizational decision-makers' willingness and ability to take countermeasures. Design/methodology/approach: To find evidence for covert neutralization and its strategic nature, a historical review with secondary data was conducted in the context of the coercive introduction of the independent director system in China. The board structure adjustments of 318 Chinese A-share listed companies from 2000 to 2004 were examined using univariate T-tests, robust ordinary least squares (OLS) regression models and ordered logit regression models to test the hypotheses. Findings: This study found that in response to the coercive introduction of the independent director system, Chinese listed companies adjusted their board structures while conforming to the system, which neutralized the constraints on controlling shareholders' board control. Specifically, listed companies reduced the number of dependent directors and the ratio of directors representing noncontrolling shareholders to those representing controlling shareholders. Moreover, the extent of board structure adjustments was positively associated with the shareholding percentage of controlling shareholders. These findings provide evidence for covert neutralization and its strategic nature. Practical implications: This study indicates the inefficacy of simple legal coercion and suggests that authorities should be aware of the covert countermeasures used by regulated organizations and employ normative approaches to improve the efficacy of regulations. This implication is rather instructive for regulators to effectively promote imposed changes in transitional economies with strong governments. Originality/value: By differentiating conformity behavior from conformity inclination and considering the inevitable incompleteness of laws, this study challenges the conventional wisdom regarding organizational conformity and shows that organizations can strategically respond to coercive institutional pressure while conforming to it. In contrast to other strategic responses that aim to defy, avoid or resist the implementation (the means) of institutional pressure, covert neutralization aims to neutralize its efficacy (the ends). [ABSTRACT FROM AUTHOR]