Management

What explains differences in productivity across firms and countries? For the past decade, a project called the World Management Survey (WMS) has been collecting management data to understand the role of management practices as an important factor in explaining variation in firm productivity.

Working with the Pakistan Bureau of Statistics, Choudhary, Lemos and Van Reenen (2018) collect data on management practices in Pakistan covering 2015 and 2010 in about 4,500 manufacturing firms. They find very large variations within and between the provinces in our survey.

Adhvaryu, Nyshadham and Tamayo (2017) study 5 distinct factors of managerial quality that are likely to impact learning by doing within the firm: vocation-specific experience, managerial autonomy, cognitive skills, personality, and demographic relatability to workers.

Foresight aspect of micro-entrepreneurs and its effects on the microenterprise performance is a novel field of study.

This randomized controlled trial evaluates a business training programme for women-owned small and medium enterprises in urban Uganda, examining both the direct effects on the management and growth of businesses invited to participate, and the indirect effects on the rest of the community.

Efficiency of the hospitals affects the price of health services. Health care payments have equity implications. Evidence on hospital performance can support to design the policy; however, the recent literature on hospital efficiency produced conflicting results.

What explains differences in productivity in developing countries?

Management has a large effect on the productivity of medium and large firms. But does management matter in micro and small firms, where the majority of the labor force in developing countries works?

Are some management practices akin to a technology that can explain company and national productivity, or do they simply reflect contingent management styles? In this working paper Bloom, Sadun and Van Reenen (2016) collect data on core management practices from over 11,000 firms in 34 countries.

In this working paper Bloom, Lemos, Choudhary and Van Reenen (2016) collect data on management practices in the Punjab region of Pakistan (PK-MOPS) following the MOPS approach pioneered by Bloom et al (2013) for US manufacturing plants.