Do Management Interventions Last? : Evidence from India

Bloom, Nicholas ; Mahajan, Aprajit ; McKenzie, David ; Roberts, John

World Bank, Washington, DC

关键词: MANAGEMENT;    ORGANIZATION;    PRODUCTIVITY;    WEAVING FIRMS;   

DOI  :  10.1596/1813-9450-8339
RP-ID  :  WPS8339

学科分类：社会科学、人文和艺术（综合）

来源: World Bank Open Knowledge Repository

【 摘 要 】

Beginning in 2008, the authors conducteda randomized controlled trial that changed managementpractices in a set of Indian weaving firms (Bloom et al.2013). In 2017 the plants were revisited and the authorsfound three main results. First, while about half of themanagement practices adopted in the original experimentalplants had been dropped, there was still a large andsignificant gap in practices between the treatment andcontrol plants. Likewise, there remained a significantperformance gap between treatment and control plants,suggesting lasting impacts of effective managementinterventions. Second, while few management practices haddemonstrably spread across the firms in the study, many hadspread within firms, from the experimental plants to thenon-experimental plants, suggesting limited spilloversbetween firms but large spillovers within firms. Third,managerial turnover and the lack of director time were twoof the most cited reasons for the drop in managementpractices in experimental plants, highlighting theimportance of key employees.