Do Management Interventions Last? Evidence from India

• 成果类型: Article
• 署名作者: Bloom, Nicholas; Mahajan, Aprajit; McKenzie, David; Roberts, John
• 署名单位: Stanford University; University of California System; University of California Berkeley; The World Bank; Stanford University
• 刊物名称: AMERICAN ECONOMIC JOURNAL-APPLIED ECONOMICS
• ISSN/ISSBN: 1945-7782
• DOI: 10.1257/app.20180369
• 发表日期: 2020
• 页码: 198-219
• 关键词: family firm; PRODUCTIVITY; IMPACT

摘要

We revisited Indian weaving firms nine years after a randomized experiment that changed their management practices. While about half of the practices adopted in the original experimental plants had been dropped, there was still a large and significant gap in practices between the treatment and control plants, suggesting lasting impacts of effective management interventions. Few practices had spread across the firms in the study, but many had spread within firms. Managerial turnover and the lack of director time were two of the most cited reasons for the drop in management practices, highlighting the importance of key employees.