Working Paper: NBER ID: w28524
Authors: Daniela Scur; Raffaella Sadun; John Van Reenen; Renata Lemos; Nicholas Bloom
Abstract: Understanding how differences in management “best practices” affect organizational outcomes has been a focus of both theoretical and empirical work in the fields of management, sociology, economics and public policy. The World Management Survey (WMS) project was born almost two decades ago with the main goal of developing a new systematic measure of management practices being used in organizations. The WMS has contributed to a body of knowledge around how managerial structures, not just managerial talent, relates to organizational performance. Over 18 years of research, a set of consistent patterns have emerged and spurred new questions. We will present a brief overview of what we have learned in terms of measuring and understanding management practices and condense the implications of these findings for policy. We end with an outline of what we see as the path forward for both research and policy implications of this research programme.
Keywords: No keywords provided
JEL Codes: L2
Edges that are evidenced by causal inference methods are in orange, and the rest are in light blue.
| Cause | Effect |
|---|---|
| Better management practices (M54) | Operating profit (L21) |
| Better management practices (M54) | Employee satisfaction (J28) |
| Better management practices (M54) | Family-friendly policies (J13) |
| Better management practices (M54) | Work-life balance (J29) |
| Management practices (M54) | Organizational culture (M14) |
| Better management practices (M54) | Productivity (O49) |