Thesis: “The impact of organizational practices and ownership structures on productivity of establishments”
Published journal articles:
- International Data on Measuring Management Practices (2016). American Economic Association – Papers & Proceedings (with Nick Bloom, Renata Lemos, Raffaella Sadun and John Van Reenen). [Working Paper version] AbstractRapid advances in computer power and increased openness of national statistical agencies have led to unprecedented availability of large datasets. Consider three types of firm datasets. First, governments collect administrative data on firms: information on jobs, investment and output has long been collected to calculate national, industrial and regional statistics. In recent years, the underlying micro-data, typically at the establishment level, have become widely available to researchers in many countries. Second, there has been an explosion of Big Data – various forms of data typically created for business purposes. Although data scraped from the internet, video and other media is more often discussed, the most common form of Big Data for researchers is firm accounts. In most developed countries there is a legal duty to publish basic annual accounts for the protection of investors (even if this is only a name, address and owner), and these have been digitized by private sector firms like Bureau van Dijk (BvD). Products like ORBIS contain over 50 million firms from almost every country in the world and can be used to address many questions. Another example is Compustat, which contains extensive data for about 6,000 listed US firms but excludes the other 99% of private firms. We focus on a third type of international firm data, which is collected from surveys. In an age of rich administrative and Big Data why bother with such surveys?
- The New Empirical Economics of Management (2014). Journal of the European Economic Association, 12(4) (with Nick Bloom, Renata Lemos, Raffaella Sadun and John Van Reenen). [NBER Working Paper version] AbstractOver the last decade the World Management Survey (WMS) has collected firm-level management practices data across multiple sectors and countries. We developed the survey to try to explain the large and persistent total factor productivity (TFP) differences across firms and countries. This review paper discusses what has been learned empirically and theoretically from the WMS and other recent work on management practices. Our preliminary results suggest that about a quarter of cross-country and within-country TFP gaps can be accounted for by management practices. Management seems to matter both qualitatively and quantitatively for performance at the level of the firm and the nation. Competition, governance, human capital, and informational frictions help account for the variation in management. We make some suggestions for both policy and future research.
- Developing Management: an expanded evaluation tool for developing countries (with Renata Lemos), RISE Working Paper 7 AbstractIn recent years, there has been striking evidence showing a large tail of badly managed schools and hospitals in developing countries across a number of management areas such as operations management, performance monitoring, target setting and people management. But where exactly, along the process of setting their management structures, are these organizations failing? This paper presents new evidence from an expanded survey tool based on the World Management Survey instrument. We collect detailed data using face-to-face interviews in settings where weak management practices prevail and observe more variation in the left tail of the distribution. Using this data, we explore three main sub-topics within each management area: (1) process execution and implementation, (2) process usage frequency, (3) process monitoring efficiency and frequency. We have collected data with schools in India and Mexico and are working with teams surveying schools in Colombia and hospitals in China and India.
- A snapshot of mid-sized firms in Africa, Asia and Latin America: evidence from the World Management Survey dataset (with Renata Lemos), LSE Mimeo – Dec 2015 AbstractThis report provides a basic set aggregate descriptive data at the country-level collected through the World Management Survey waves, including management practices, work-life balance practices, human capital, decentralization and available infrastructure in medium- and large-sized firms in Africa, Asia, and Latin American developing countries. It also describes the data collection process in great detail. As the database becomes increasingly used by researchers, we hope this report can serve as an “expanded methodology and data manual” for the WMS, where we not only detail the data collection process but also include an Appendix on the construction of the sampling frames. This is particularly important for countries and sectors where we could not find a publicly available list, so we note the challenges of data collection in these countries and how we approached the solutions to these challenges.
- Management practices in manufacturing – Mozambique (with Renata Lemos), IGC Working Paper – Dec 2014
- Describing Practices in the Public and Private Sectors in India (with Renata Lemos), IGC Working Paper – Nov 2012
- All in the family? Ownership, control and firm organization (with Renata Lemos) - JOB MARKET PAPER AbstractFamily ownership is the most prevalent type of firm ownership around the world and accounts for a large proportion of the economic activity and employment, especially in developing countries. In this paper we investigate the relationship between family control and performance of manufacturing firms in emerging economies. To do this we collect a new detailed dataset of firm ownership history for over 800 firms in Latin America, Africa and Europe and merge this data with a unique dataset on firm performance and organizational structures, including a measure of formal managerial practices. We exploit exogenous variation in the composition of the family CEO’s progeny, and use it as an instrumental variable for family ownership and control. Our results suggest that family-owned-and-controlled firms have lower levels of formal managerial practices, with coefficients being nearly three times larger under 2SLS than OLS. In general the negative link seems to stem from the family or non-family relationship between the firm’s CEO and the owners, rather than simply family or non-family ownership.
- School management and teacher value-added: evidence from India (with Karthik Muralidharan and Renata Lemos)