Claude Skills
The open format is called Agent Skills and works in Claude Code, Codex, Cursor and other agents — most people know it as Claude Skills.
Every Agent Skill we could find on GitHub, deduplicated by content. 80 290 files from 1 781 authors, of which 62 619 are unique — the rest is the same skill repackaged into someone else's repository. For each one: what it weighs in tokens, whether it ships runnable scripts, and which MCP servers it needs.
Apply the Co-opetition Value Net framework (Brandenburger and Nalebuff, 1996) to map cooperative and competitive dynamics in business relationships. Use this skill when the user needs to identify complementors, analyze the PARTS framework, or design strategies that simultaneously cooperate and compete with the same players.
Apply Porter's Diamond Model to analyze national competitive advantage for a specific industry. Use this skill when the user needs to evaluate why certain nations dominate particular industries, assess a country's attractiveness for industry investment, or diagnose gaps in national competitiveness using the four determinants plus government and chance.
Apply Bhaskar's critical realism to analyze phenomena through three ontological domains (real, actual, empirical), identify generative causal mechanisms via retroduction, and examine structure-agency interplay. Use this skill when the user needs to go beyond surface correlations to underlying causes, design research that distinguishes mechanisms from events from experiences, or when they ask 'what causes this beyond the observed pattern', 'what structures enable or constrain this behavior', or 'how do I move from correlation to causal explanation'.
Apply Difference-in-Differences (DID) to estimate causal treatment effects by comparing changes in outcomes between treatment and control groups. Use this skill when the user evaluates policy interventions, natural experiments, or regulatory changes, needs to test parallel trends, or when they ask 'did this policy work', 'how do I identify causal effects without randomization', or 'what is the treatment effect'.
Apply Christensen's Disruptive Innovation theory to assess low-end and new-market threats to incumbents. Use this skill when the user needs to evaluate whether a new entrant poses a disruptive threat, analyze why incumbents fail against inferior-but-cheaper alternatives, or design a disruption strategy targeting overserved customers.
Apply dual-process theory to diagnose whether judgments arise from fast intuitive (System 1) or slow analytical (System 2) processing and identify resulting cognitive biases. Use this skill when the user needs to explain why quick decisions go wrong, design choice architectures that account for cognitive defaults, audit decision processes for heuristic errors, or when they ask 'why do people misjudge probability', 'how to reduce snap-judgment errors', or 'when does intuition fail'.
Apply ethnographic methods including prolonged engagement, participant observation, thick description, and netnography to study cultures and communities. Use this skill when the user needs to design fieldwork with immersive observation, interpret cultural practices through thick description, study online communities via netnography, or when they ask 'how do I study a culture or community', 'what is participant observation', or 'how do I apply ethnography to online settings'.
Apply the three-level framework of digital transformation — Digitization, Digitalization, and Digital Transformation — to diagnose and plan organizational change enabled by digital technologies. Use this skill when the user needs to assess an organization's digital maturity, distinguish between automating processes versus transforming business models, plan a DX roadmap, or when they ask 'where are we on digital transformation', 'is this digitization or real transformation', or 'how do we build a DX strategy'.
Apply the Elaboration Likelihood Model to design persuasion strategies by matching message type to audience elaboration level. Use this skill when the user needs to craft persuasive communications, choose between argument-based and cue-based messaging, predict attitude durability after a campaign, or when they ask 'why did the message fail to persuade', 'how to change resistant attitudes', or 'should we use data or endorsements'.
Apply Granovetter's embeddedness theory to analyze how economic behavior is embedded in ongoing social relations, avoiding both over-socialized and under-socialized accounts. Use this skill when the user needs to explain why market transactions deviate from pure economic rationality, analyze how trust and social ties shape business dealings, evaluate structural vs relational embeddedness in inter-firm networks, or when they ask 'why do firms prefer existing partners over cheaper alternatives', 'how do social relationships shape economic outcomes', or 'is this market truly arms-length'.
Apply Bourdieu's field theory to analyze power relations through the interplay of field, capital, and habitus. Use this skill when the user needs to map positions and position-takings within a social field, analyze how different forms of capital (economic, cultural, social, symbolic) structure competition, explain why actors behave as they do within institutional settings, or when they ask 'why do people in this industry act this way', 'who has power and why', or 'how does this field reproduce inequality'.
Apply the Fama-French three-factor model to decompose asset returns into market, size, and value factors. Use this skill when the user needs to explain cross-sectional return differences, evaluate fund performance beyond CAPM alpha, assess small-cap or value tilts in a portfolio, or when they ask 'why do small caps earn more', 'is value premium real', or 'what factors drive returns'.
Apply the Efficient Market Hypothesis (Fama, 1970) to evaluate information incorporation in asset prices across weak, semi-strong, and strong forms. Use this skill when the user needs to assess market efficiency, determine if a trading strategy can generate abnormal returns, evaluate event studies, or when they ask 'can technical analysis work', 'does the market already know this', or 'is this anomaly exploitable'.
Apply framing theory to analyze how selection, emphasis, and exclusion shape interpretation of issues. Use this skill when the user needs to deconstruct media or organizational frames, evaluate how different frames affect audience perception and decision-making, or design strategic communication frames — even if they say 'how is this issue being portrayed', 'why do people see this differently', or 'how should we frame this message'.
Apply flow theory to diagnose optimal experience conditions and design environments that balance challenge and skill for sustained engagement. Use this skill when the user needs to explain why users disengage from tasks, optimize task difficulty for peak performance, design learning progressions or gamification systems, or when they ask 'why do people lose focus', 'how to design for engagement', or 'what conditions produce peak performance'.
Apply event study methodology to measure abnormal returns and cumulative abnormal returns (CAR) around corporate or market events. Use this skill when the user needs to quantify the market impact of announcements, design event and estimation windows, or when they ask 'did this event affect stock price', 'how do I calculate abnormal returns', or 'what is the market reaction to this announcement'.
Apply governance theory to analyze multi-level, network, and collaborative governance arrangements beyond traditional government. Use this skill when the user needs to evaluate public-private partnerships, analyze multi-stakeholder governance structures, compare governance models across sectors, or assess institutional arrangements for collective decision-making — even if they say 'who governs this', 'public-private collaboration', or 'how are decisions made across organizations'.
Apply Grounded Theory (Glaser and Strauss) to build theory inductively from qualitative data through open, axial, and selective coding. Use this skill when the user needs to develop new theory from data rather than test existing hypotheses, conduct theoretical sampling and constant comparison, determine when theoretical saturation is reached, or when they ask 'what theory explains this phenomenon', 'how do I code qualitative data systematically', or 'when do I stop collecting data'.
Apply Hierarchical Linear Modeling (HLM) to analyze nested data structures with random intercepts and slopes, accounting for intra-class correlation and cross-level interactions. Use this skill when the user has students nested in schools, employees in firms, or repeated measures in individuals, needs to partition variance across levels, or when they ask 'how do I handle nested data', 'what is ICC', or 'do group-level factors moderate individual-level relationships'.
Habitual Domain (HD) theory by Taiwanese scholar P.L. Yu (游伯龍, 1977) — integrates four domains (potential/actual/reachable/activated), eight general hypotheses, seven-layer decision structure, and nine HD-expansion tools to analyze decision blind spots, break cognitive inertia, and support cross-domain integration. Use for diagnosing why alternatives are invisible, decision paralysis, breaking cognitive frames, or explaining perception gaps between people. Triggers: 『思維框架』『打破盲點』『創新思考』『決策盲區』『跨域整合』『游伯龍』『習慣領域』『HD 理論』『七層決策』『四領域』『八大通性』『P.L. Yu』. Especially for NYCU EMBA HD course, 政大科管所, 中山企管系 decision-analysis/innovation/leadership courses. Taiwan-origin theory cited in J. Optimization Theory, Theory & Decision, Human Systems Management.
Apply information economics to diagnose and remedy market failures caused by asymmetric information. Use this skill when the user needs to analyze adverse selection, moral hazard, or signaling and screening mechanisms, especially in insurance, labor, credit, or product quality markets.
Apply the Bass Diffusion Model (1969) to forecast innovation adoption using innovation and imitation coefficients. Use this skill when the user needs to forecast new product adoption curves, estimate market penetration timing, calibrate launch strategy based on diffusion dynamics, or when they ask 'how fast will this spread', 'when does adoption take off', or 'what is the expected S-curve'.
Apply the DeLone and McLean Information Systems Success Model to evaluate IS effectiveness through six interdependent dimensions. Use this skill when the user needs to assess system quality, information quality, or service quality of an IS, diagnose why users are dissatisfied, measure net benefits of a system investment, or when they ask 'how do we measure IS success', 'why are users unhappy with this system', or 'is our system delivering value'.
Apply mechanism design (reverse game theory) to engineer incentive-compatible rules for allocation problems. Use this skill when the user needs to design auctions, voting systems, or matching markets, or when evaluating whether a proposed mechanism satisfies incentive compatibility and individual rationality constraints.
Apply meta-analysis to synthesize effect sizes across multiple studies, assess heterogeneity, and evaluate publication bias. Use this skill when the user needs to combine findings from prior research, compare fixed-effect vs random-effects models, compute pooled effect sizes, or when they ask 'what does the overall evidence say', 'how do I combine results across studies', or 'is there publication bias'.
Design and conduct mixed methods research using convergent, explanatory sequential, or exploratory sequential strategies with genuine integration of qualitative and quantitative strands. Use this skill when the user needs to choose a mixed methods design, integrate qualitative and quantitative data at design, methods, or interpretation levels, justify mixing on pragmatist grounds, or when they ask 'which mixed methods design should I use', 'how do I integrate qual and quant findings', or 'is running both qual and quant enough to be mixed methods'.
Apply the Modigliani-Miller theorem to analyze capital structure decisions and identify when financing choices affect firm value. Use this skill when the user needs to evaluate debt-equity tradeoffs, assess the impact of leverage on firm value, understand tax shield benefits, or when they ask 'does capital structure matter', 'should we take on more debt', or 'what is the optimal leverage ratio'.
Apply narrative research methods to understand human experience through stories, analyzing narrative structure, temporality, and meaning-making in life stories and oral histories. Use this skill when the user needs to analyze how people construct meaning through storytelling, examine narrative structure and plot, conduct life story or oral history research, or when they ask 'how do stories shape identity', 'how do I analyze a life narrative', or 'what does this story reveal about experience'.
Apply network economics to analyze markets with network effects, critical mass dynamics, and platform competition. Use this skill when the user needs to evaluate tipping points, lock-in risks, switching costs, or standards wars, especially in technology platforms and two-sided markets.
Apply panel data analysis with fixed effects, random effects, and dynamic GMM to exploit longitudinal variation and control for unobserved heterogeneity. Use this skill when the user has repeated observations over time for multiple entities, needs to choose between FE and RE via Hausman test, or when they ask 'how do I control for firm-specific effects', 'fixed or random effects', or 'how to handle endogeneity in panels'.
Apply Dunning's OLI Paradigm (Eclectic Theory) to evaluate foreign direct investment decisions based on Ownership, Location, and Internalization advantages. Use this skill when the user needs to decide whether to invest abroad, choose between FDI modes (wholly-owned subsidiary, joint venture, licensing), or explain why a firm internationalizes through FDI rather than export or licensing.
Apply Kuhn's paradigm theory to analyze scientific progress through the cycle of normal science, anomalies, crisis, and revolution. Use this skill when the user needs to understand why a field resists change, trace paradigm shifts in a discipline, analyze incommensurability between competing frameworks, or when they ask 'why do scientists ignore contradictory evidence', 'how do scientific revolutions happen', or 'why can't proponents of different paradigms agree'.
Apply pecking order theory (Myers and Majluf, 1984) to analyze how information asymmetry drives financing hierarchy decisions. Use this skill when the user needs to explain why firms prefer internal over external financing, interpret equity issuance as a negative signal, evaluate capital raising decisions, or when they ask 'why did the stock drop on the equity offering', 'should we use debt or equity', or 'why do firms hoard cash'.
Apply phenomenological methods including bracketing (epoche), lived experience inquiry, and Interpretive Phenomenological Analysis (IPA) to uncover the essence of human experience. Use this skill when the user needs to study how people experience a phenomenon from the first-person perspective, apply Husserlian descriptive or Heideggerian interpretive phenomenology, conduct IPA with idiographic focus, or when they ask 'what is the lived experience of X', 'how do I bracket my assumptions', or 'how do I do IPA'.
Apply Smith and Lewis's paradox theory to identify and manage organizational tensions across performing, organizing, belonging, and learning dimensions. Use this skill when the user needs to diagnose persistent either/or tensions, design dynamic equilibrium strategies that embrace both poles, or when they ask 'why does solving this problem make it worse', 'how do we pursue exploration AND exploitation simultaneously', or 'why do our strategic tensions keep recurring despite resolution attempts'.
Apply platform economics to analyze network effects, solve chicken-and-egg problems, and design multi-sided platform pricing strategies. Use this skill when the user needs to evaluate a platform business model, diagnose why a platform is failing to scale, or choose a subsidy strategy for bootstrapping a two-sided market.
Apply Kingdon's multiple streams framework to analyze how problems, policies, and politics converge to open policy windows. Use this skill when the user needs to explain why certain policies get adopted while others don't, identify policy windows and entrepreneurial opportunities, or analyze the agenda-setting process in public policy — even if they say 'why did this policy pass now', 'policy window', or 'how do issues get on the agenda'.
Apply pragmatist philosophy (Peirce, James, Dewey) to frame knowledge as instrumental for action, evaluate ideas by their practical consequences, and conduct inquiry as problem-solving. Use this skill when the user needs to bridge theory and practice, evaluate competing theories by their usefulness, employ abductive reasoning to generate hypotheses, or when they ask 'which theory is more useful here', 'how do I move from abstract ideas to actionable knowledge', or 'what practical difference does this distinction make'.
Apply Partial Least Squares SEM (PLS-SEM) with reflective and formative measurement models to maximize explained variance in endogenous constructs. Use this skill when the user has small samples, formative indicators, or exploratory models, needs to assess AVE/CR/HTMT, or when they ask 'should I use PLS or CB-SEM', 'how do I handle formative constructs', or 'what is the path coefficient significance'.
Apply public choice theory to analyze political decision-making as rational self-interested behavior. Use this skill when the user needs to evaluate government policy failures, rent-seeking costs, voting outcomes, or bureaucratic incentives, especially when the assumption of benevolent government is questionable.
Apply organizational ecology (Hannan and Freeman) to analyze population-level dynamics of organizational founding, failure, and selection. Use this skill when the user needs to explain industry-level patterns of birth and death rates, analyze structural inertia and liabilities of newness or aging, evaluate why adaptation is rare relative to selection, or when they ask 'why do most startups fail', 'why is this industry dominated by old firms', or 'why do organizations resist change despite environmental pressure'.
Apply real options analysis to value managerial flexibility embedded in investment decisions. Use this skill when the user needs to evaluate projects with significant uncertainty and flexibility, assess the value of deferring or expanding investments, compare traditional NPV with expanded NPV, or when they ask 'should we wait to invest', 'what is the option to abandon worth', or 'why does NPV undervalue this project'.
Apply Service-Dominant Logic (Vargo and Lusch, 2004) and value co-creation principles to reframe exchange and value creation. Use this skill when the user needs to redesign value propositions around service exchange, analyze co-creation dynamics between firms and customers, shift from goods-dominant to service-dominant thinking, or when they ask 'how is value created with customers', 'what is our service logic', or 'how do we enable co-creation'.
Apply Self-Determination Theory to analyze motivation quality along the autonomy continuum and design interventions that satisfy basic psychological needs. Use this skill when the user needs to diagnose why intrinsic motivation is declining, evaluate incentive structures for motivational crowding, design need-supportive environments, or when they ask 'why did rewards backfire', 'how to foster intrinsic motivation', or 'what needs drive engagement'.
Apply the SERVQUAL model (Parasuraman, Zeithaml, and Berry, 1988) to measure service quality gaps across five dimensions. Use this skill when the user needs to diagnose service quality shortfalls, benchmark customer expectations against perceptions, design service improvement programs, or when they ask 'where is our service failing', 'what do customers expect vs experience', or 'how do we measure service quality'.
Apply Structural Equation Modeling (SEM) to test hypothesized causal structures by combining measurement models (CFA) and structural models (path analysis). Use this skill when the user needs to validate latent constructs, test mediation or moderation paths, assess model fit with CFI/TLI/RMSEA/SRMR, or when they ask 'do these variables form a causal chain', 'how do I test my theoretical model', or 'is my measurement model valid'.
Apply Weick's sensemaking theory to analyze how individuals and organizations construct meaning from ambiguous situations. Use this skill when the user needs to analyze organizational responses to crises, understand how interpretive frames shape action, diagnose breakdowns in collective understanding, or when they ask 'how did they interpret this situation', 'why did the organization fail to see the warning signs', or 'how do people make sense of disruption'.
Apply signaling theory (Spence, 1973) to analyze how agents communicate private information through costly, credible signals under information asymmetry. Use this skill when the user needs to evaluate whether a corporate action serves as a credible signal, analyze dividend or IPO signaling, assess separating vs pooling equilibria, or when they ask 'why do firms pay dividends', 'is this signal credible', or 'how does underpricing signal quality'.
Apply social capital theory (Putnam, Coleman, Bourdieu, Burt) to analyze how network structures and trust generate value or impose constraints. Use this skill when the user needs to evaluate bridging vs bonding capital, identify structural holes or network closure benefits, assess community or organizational trust dynamics, or when they ask 'how does our network create value', 'are we too insular', or 'where are the structural holes we can exploit'.
Apply Sociotechnical Systems Theory to analyze and design work systems through joint optimization of social and technical subsystems. Use this skill when the user needs to diagnose why a technology implementation disrupted work practices, design IT-enabled work systems that balance human and technical needs, or when they ask 'why did this system hurt productivity despite being technically sound', 'how do we design work around new technology', or 'why are people resisting this technically superior system'.
Apply Social Identity Theory to analyze how group categorization, identification, and intergroup comparison drive behavior, bias, and conflict. Use this skill when the user needs to explain in-group favoritism or out-group hostility, diagnose organizational silo dynamics, design inclusive team structures, or when they ask 'why do groups polarize', 'how does team identity affect collaboration', or 'what drives us-vs-them thinking'.
Apply spiral of silence theory (Noelle-Neumann) to analyze how perceived opinion climate suppresses minority expression. Use this skill when the user needs to understand why certain viewpoints disappear from public discourse, evaluate the role of fear of isolation in opinion expression, or assess opinion climate dynamics — even if they say 'why are people afraid to speak up', 'silent majority', or 'social pressure on opinions'.
Apply Agency Theory (Jensen and Meckling, 1976) to diagnose principal-agent problems — moral hazard, adverse selection — and design governance mechanisms to align interests. Use this skill when the user needs to analyze conflicts of interest between owners and managers, design incentive or monitoring structures, evaluate corporate governance effectiveness, or when they ask 'how do we ensure managers act in shareholders interest', 'why is this incentive plan failing', or 'what governance mechanisms reduce agency costs'.
Apply the Dynamic Capabilities framework (Teece et al., 1997) — sensing, seizing, and transforming — to analyze how firms adapt, integrate, and reconfigure competences in rapidly changing environments. Use this skill when the user needs to explain why some firms sustain advantage while others decline, evaluate organizational agility, distinguish operational from strategic capabilities, or when they ask 'how do we stay competitive as the market shifts', 'why did this firm fail to adapt', or 'what capabilities do we need to build'.
Apply Institutional Theory (DiMaggio and Powell, 1983) to analyze how coercive, mimetic, and normative isomorphic pressures shape organizational structures and practices. Use this skill when the user needs to explain why organizations in the same field look alike, evaluate whether a practice was adopted for legitimacy vs efficiency, analyze regulatory or social pressures on strategy, or when they ask 'why do all firms in this industry do the same thing', 'is this best practice or just conformity', or 'how do regulations shape our structure'.
Apply the Knowledge-Based View (Grant, 1996) and Nonaka and Takeuchi's SECI model to analyze how organizations create, transfer, and integrate knowledge for competitive advantage. Use this skill when the user needs to design knowledge management systems, understand why knowledge transfer fails across teams, evaluate knowledge creation processes, or when they ask 'how do we capture tacit knowledge', 'why does knowledge stay siloed', or 'how can we turn individual expertise into organizational capability'.
Apply the Resource-Based View (Barney, 1991) and VRIO framework to evaluate whether a firm's resources and capabilities confer sustained competitive advantage. Use this skill when the user needs to assess internal resources for strategic value, determine if a competitive edge is sustainable, audit resource portfolios for VRIO criteria, or when they ask 'what makes our advantage sustainable', 'which resources matter most', or 'can competitors replicate this'.
Apply Transaction Cost Economics (Williamson, 1975, 1985) to analyze governance structure choices — market, hybrid, or hierarchy — based on transaction characteristics. Use this skill when the user needs to decide make-or-buy, evaluate outsourcing vs vertical integration, design governance mechanisms for inter-firm relationships, or when they ask 'should we build this in-house or outsource', 'why do firms vertically integrate', or 'how should we structure this partnership'.
Apply Stakeholder Theory (Freeman, 1984) and the Mitchell et al. (1997) salience model to identify, classify, and prioritize stakeholders based on power, legitimacy, and urgency. Use this skill when the user needs to map stakeholders for a project or strategy, determine which stakeholders demand immediate attention, balance competing stakeholder interests, or when they ask 'who are our key stakeholders', 'how do we prioritize conflicting demands', or 'which stakeholders can block this initiative'.
Apply Upper Echelons Theory (Hambrick and Mason, 1984) to analyze how top management team characteristics — demographics, experiences, values — shape strategic choices and organizational outcomes. Use this skill when the user needs to evaluate TMT composition effects on strategy, predict strategic direction from leadership profiles, assess whether managerial discretion enables or constrains executive influence, or when they ask 'does leadership background matter for strategy', 'how does TMT composition affect decisions', or 'why did this management team make that choice'.
Claude Skills — questions
Answers built from the skills we actually parsed.