Publication:
Do Management Interventions Last?: Evidence from India

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dc.contributor.authorBloom, Nicholas
dc.contributor.authorMahajan, Aprajit
dc.contributor.authorMcKenzie, David
dc.contributor.authorRoberts, John
dc.date.accessioned2018-02-16T21:44:06Z
dc.date.available2018-02-16T21:44:06Z
dc.date.issued2018-02
dc.description.abstractBeginning 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.en
dc.identifierhttp://documents.worldbank.org/curated/en/346001518549616744/Do-management-interventions-last-evidence-from-India
dc.identifier.doi10.1596/1813-9450-8339
dc.identifier.urihttps://hdl.handle.net/10986/29373
dc.languageEnglish
dc.publisherWorld Bank, Washington, DC
dc.relation.ispartofseriesPolicy Research Working Paper;No. 8339
dc.rightsCC BY 3.0 IGO
dc.rights.holderWorld Bank
dc.rights.urihttp://creativecommons.org/licenses/by/3.0/igo
dc.subjectMANAGEMENT
dc.subjectORGANIZATION
dc.subjectPRODUCTIVITY
dc.subjectWEAVING FIRMS
dc.titleDo Management Interventions Last?en
dc.title.subtitleEvidence from Indiaen
dc.typeWorking Paperen
dc.typeDocument de travailfr
dc.typeDocumento de trabajoes
dspace.entity.typePublication
okr.crossref.titleDo Management Interventions Last? Evidence from India
okr.date.disclosure2018-02-13
okr.doctypePublications & Research
okr.doctypePublications & Research::Policy Research Working Paper
okr.docurlhttp://documents.worldbank.org/curated/en/346001518549616744/Do-management-interventions-last-evidence-from-India
okr.guid346001518549616744
okr.identifier.doi10.1596/1813-9450-8339
okr.identifier.externaldocumentum090224b085670a93_1_0
okr.identifier.internaldocumentum29589631
okr.identifier.reportWPS8339
okr.importedtrueen
okr.language.supporteden
okr.pdfurlhttp://documents.worldbank.org/curated/en/346001518549616744/pdf/WPS8339.pdfen
okr.region.administrativeSouth Asia
okr.region.countryIndia
okr.statistics.combined2041
okr.statistics.dr346001518549616744
okr.statistics.drstats1222
okr.topicIndustry::Industrial Management
okr.topicPrivate Sector Development::Organizational Management
okr.topicPrivate Sector Development::Private Sector Economics
okr.unitFinance and Private Sector Development Team, Development Research Group
relation.isAuthorOfPublication148d6d6d-76e5-5d6f-9af9-98313e30551f
relation.isAuthorOfPublication.latestForDiscovery148d6d6d-76e5-5d6f-9af9-98313e30551f
relation.isSeriesOfPublication26e071dc-b0bf-409c-b982-df2970295c87
relation.isSeriesOfPublication.latestForDiscovery26e071dc-b0bf-409c-b982-df2970295c87
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