The World Management Survey at 18: lessons and the way forward

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, relate to organizational performance. Over 18 years of research, a set of consistent patterns have emerged and spurred new questions. We 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.

The key success factors to adopting lean practices: the case of South American manufacturing firms

“…Bloom and Van Reenen started the data collection process in 2002, defining 18 management practices grouped in three major areas (monitoring, objectives and incentives) that looked for a way of measuring the unmeasurable parts of the production function residual, or total factor productivity (Scur et al. , 2021).…”

“…Bloom and Van Reenen started the data collection process in 2002, defining 18 management practices grouped in three major areas (monitoring, objectives and incentives) that looked for a way of measuring the unmeasurable parts of the production function residual, or total factor productivity (Scur et al, 2021). Each one of the aforementioned areas was related to the advanced manufacturing techniques utilized at the organizations, the evaluation of employees' performance, process documentation, the fulfillment level of organizational objectives (level of transparency), the range of data interconnection and the criteria for employee promotion.…”

A Critical Assessment of the National Expert Survey Data of the Global Entrepreneurship Monitor

“…1. Less frequently used country-or region-level indices include (in alphabetical order) the Economic Policy Uncertainty Index (Baker et al, 2016); the Financial Inclusion Index (Ca´mara & Tuesta, 2014); the Global Innovation Index (Dutta et al, 2015); the Kauffman Entrepreneurial Activity Index (Fairlie, 2005); the Small Business Sentiment Index (Dunkelberg, 2009); the Startup Meter (http://startup-meter.org/#/); and the World Management Survey (Scur et al, 2021). 2.…”

Nemzetközi menedzsment : Ismertetés Blahó András, Czakó Erzsébet, Poór József (szerk.) (2021). Nemzetközi menedzsment (Második, bővített kiadás, Akadémiai Kiadó, Budapest, 592 oldal) című könyvéről

“…kvalitásokkal: azzal, hogy alkalmaznak-e (és ha igen, milyen hatékonyan) néhány -receptként leírható -szabályt. Ennek alapján cégeket, sőt országokat is rangsorolni lehet: Scur et al (2021) összefoglalja, hogy a menedzsmentkvalitások világrangsorának módszertana miként fejlődött az elmúlt két évtizedben, és bemutatja a legfrissebb adatok alapján készített sorrendet.…”