Do Management Interventions Last? Evidence from India

By Nicholas Bloom, Aprajit Mahajan, David J. McKenzie, John Roberts. American Economic Journal: Applied Economics, 2018

115 citations recorded by the source corpus.

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. (JEL D22, D24, L67, L84, M11, O14)

Subfields: Economics and Econometrics, Soil Science

View Paper: https://www.semanticscholar.org/paper/fc7a334f6bd7cd2675a5f6a85b62cb26105b710a

Citations in the corpus

• Management and Shocks to Worker Productivity (2019, unknown): “Managerial quality is highly associated with firm productivity (Adhvaryu, 2018; Adhvaryu et al., 2018; Bloom and Reenen, 2011; Bloom and Van Reenen, 2007; McKenzie and Woodruff, 2016), including in experimental studies (Bloom et al., 2013, 2018b; Karlan et al., 2015; McKenzie and Woodruff, 2013).”