Do Management Interventions Last? : Evidence from an Experiment in India
Between 2008 and 2010, the authors worked with a leading global consulting company to attempt to improve management in Indian textile firms. They conducted a randomized experiment involving 28 plants in 17 firms in the woven cotton fabric industry....
| Main Authors: | , , , |
|---|---|
| Language: | English |
| Published: |
World Bank, Washington, DC
2018
|
| Subjects: | |
| Online Access: | http://documents.worldbank.org/curated/en/997401518703102725/Do-management-interventions-last-evidence-from-an-experiment-in-India http://hdl.handle.net/10986/29442 |
| Summary: | Between 2008 and 2010, the authors
worked with a leading global consulting company to attempt
to improve management in Indian textile firms. They
conducted a randomized experiment involving 28 plants in 17
firms in the woven cotton fabric industry. These were large
firms, with an average of 270 employees, and a median of two
plants per firm. The authors interviewed the directors and
plant managers about each of the 38 management practices to
understand why practices were adopted or dropped over time.
They find the treated firms to be using more looms and fewer
workers over time, although neither is statistically
significant. Finally, the results provide an illustration of
the usefulness of returning to projects long after the
intervention has ended. |
|---|