for helpful comments as well as participants in seminars at the AEA, Barcelona, Berkeley, Birmingham, Bocconi, Brussels, CEU, Chicago, Dublin, Duke, Essex, George Washington, Harvard, Hong Kong, IIES, LBS, Leuven, LSE, Madrid, Mannheim, Michigan, Minnesota, MIT, Munich, Naples, NBER, NYU, Peterson, Princeton, Stockholm, Sussex, Toronto, Uppsala, USC, Yale and Zurich. The Economic and Social Research Council, the Kauffman Foundation, PEDL and the Alfred Sloan Foundation have given financial support. We received no funding from the global management consultancy firm (McKinsey) we worked with in developing the survey tool. Our partnership with Pedro Castro, Stephen Dorgan and John Dowdy has been particularly important in the development of the project. We are grateful to Renata Lemos and Daniela Scur for ongoing discussion and feedback on the paper. Anna Valero and Chiara Criscuolo have been generous in providing us with data. We thank Yo-Jud Cheng for excellent research assistance. Any opinions and conclusions expressed herein are those of the authors and do not necessarily represent the view of the U.S. Census Bureau. All results have been reviewed to ensure that no confidential information is disclosed. The views expressed herein are those of the authors and do not necessarily reflect the views of the National Bureau of Economic Research.NBER working papers are circulated for discussion and comment purposes. They have not been peer-reviewed or been subject to the review by the NBER Board of Directors that accompanies official NBER publications.© 2016 by Nicholas Bloom, Raffaella Sadun, and John Van Reenen. All rights reserved. Short sections of text, not to exceed two paragraphs, may be quoted without explicit permission provided that full credit, including © notice, is given to the source.
ABSTRACTAre some management practices akin to a technology that can explain firm and national productivity, or do they simply reflect contingent management styles? We collect data on core management practices from over 11,000 firms in 34 countries. We find large cross-country differences in the adoption of management practices, with the US having the highest sizeweighted average management score. We present a formal model of "Management as a Technology", and structurally estimate it using panel data to recover parameters including the depreciation rate and adjustment costs of managerial capital (both found to be larger than for tangible non-managerial capital). Our model also predicts (i) a positive impact of management on firm performance; (ii) a positive relationship between product market competition and average management quality (part of which stems from the larger covariance between management with firm size as competition strengthens); and (iii) a rise in the level and a fall in the dispersion of management with firm age. We find strong empirical support for all of these predictions in our data. Finally, building on our model, we find that differences in management practices account for about 30% of total factor produ...