Do Management Interventions Last? : Evidence from India
Beginning in 2008, the authors conducted a randomized controlled trial that changed management practices in a set of Indian weaving firms (Bloom et al. 2013). In 2017 the plants were revisited and the authors found three main results. First, while...
| Main Authors: | , , , |
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| Format: | Working Paper |
| Language: | English |
| Published: |
World Bank, Washington, DC
2018
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| Subjects: | |
| Online Access: | http://documents.worldbank.org/curated/en/346001518549616744/Do-management-interventions-last-evidence-from-India http://hdl.handle.net/10986/29373 |
| Summary: | Beginning in 2008, the authors conducted
a randomized controlled trial that changed management
practices in a set of Indian weaving firms (Bloom et al.
2013). In 2017 the plants were revisited and the authors
found three main results. First, while about half of the
management 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. Likewise, there remained a significant
performance gap between treatment and control plants,
suggesting lasting impacts of effective management
interventions. Second, while few management practices had
demonstrably spread across the firms in the study, many had
spread within firms, from the experimental plants to the
non-experimental plants, suggesting limited spillovers
between firms but large spillovers within firms. Third,
managerial turnover and the lack of director time were two
of the most cited reasons for the drop in management
practices in experimental plants, highlighting the
importance of key employees. |
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