DOES MANAGEMENT MATTER? EVIDENCE FROM INDIA
DOES MANAGEMENT MATTER? EVIDENCE FROM INDIA
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DOI：
10.1093/qje/qjs044
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发表时间：
2013-02-01
影响因子：
13.7
通讯作者：
Roberts, John
中科院分区：
文献类型：
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作者：
Bloom, Nicholas;Eifert, Benn;Roberts, John
一个长期存在的问题是，各公司管理做法的差异是否能够解释生产率的差异，特别是在发展中国家，这些差异似乎特别大。为了调查这一点，我们对印度的大型纺织公司进行了一项管理实地实验。我们为随机选择的处理厂提供免费的管理实践咨询，并将其性能与一组对照厂进行比较。我们发现，通过提高质量和效率以及减少库存，采用这些管理方法在第一年将生产率提高了17%，并在三年内开设了更多的生产工厂。为什么这些公司以前没有采取这些有利可图的做法？我们的研究结果表明，信息障碍是解释这种缺乏采用的主要因素。此外，由于公司之间的重新分配似乎受到管理时间限制的限制，竞争并没有迫使管理不善的公司退出。
A long-standing question is whether differences in management practices across firms can explain differences in productivity, especially in developing countries where these spreads appear particularly large. To investigate this, we ran a management field experiment on large Indian textile firms. We provided free consulting on management practices to randomly chosen treatment plants and compared their performance to a set of control plants. We find that adopting these management practices raised productivity by 17% in the first year through improved quality and efficiency and reduced inventory, and within three years led to the opening of more production plants. Why had the firms not adopted these profitable practices previously? Our results suggest that informational barriers were the primary factor explaining this lack of adoption. Also, because reallocation across firms appeared to be constrained by limits on managerial time, competition had not forced badly managed firms to exit.