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Productivity of the Investment Climate Private Enterprise Survey 2007

Malaysia, 2007
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Reference ID
MYS_2007_PICS_v01_M_WB
Producer(s)
World Bank, Economic Planning Unit and Department of Statistics, Prime Minister's Department, Malaysia
Metadata
DDI/XML JSON
Created on
Sep 29, 2011
Last modified
Mar 29, 2019
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Data file: Malaysia-2007--ser data-

The file contains the cleaned, raw database.

Cases: 303
Variables: 1707

Variables

idstd
WEB STD FIRMID
dummykey
Establishment ID
servno
Service code
servcode
Service type (5 industries)
svccode
Industry code
msiccode
ISIC (Rev.3.1) code
reg
Region
city
City code
panel
Panel firms
firmsize
Firm size by no. of employees
exporter
Export orientation
ownership
State of ownership
state
State
age
Age of establishment
s1_1
Year firm began operating in Malaysia
s1_2
No. of full time employees when KIT started operations
s1_3
No. of full time employees at the time of the interview
s1_4
Previously government owned enterprise
s1_4alfa
Year of privatization
s1_5_1
% of firm owned by domestic private sector
s1_5_2
% of firm owned by foreign private sector
s1_5_3
% of firm owned by federal government
s1_5_4
% of firm owned by state government
s1_5_5
% of firm owned by Endowment Fund
s1_5_6
% of firm owned by other types of owner
s1_6_1
% of domestic equity owned by Bumiputera
s1_6_2
% of domestic equity owned by Chinese
s1_6_3
% of domestic equity owned by Indian (incl. Pakistani/Bangladeshi/Sri Lankan)
s1_6_4
% of domestic equity owned by others
s1_6a
The government shareholder represented on the board
s1_7
% of the sales to the government or state-owned enterprises
s1_8
Legal status of the establishment
s1_9
No. of establishments under control of KIT
s1_10_1
No. of establishments in the same city or town
s1_10_2
No. of establishments in the same state
s1_10_3
No. of establishments in Malaysia
s1_10_4
No. of establishments in other countries
s1_11
No. of establishments in Business Services (IT, Communication, Ad, Transport Log
s1_12
No. of establishments in manufacturing
s1_13
Location of headquarters in Malaysia
statehq
Location of headquarters by state
s1_13a
Location of principal operating facility/plant in Malaysia
statepof
Location of principal operating facility/plant by state
s1_15
No. of Services type in the main business line in 2006
s1_16
No. of Services type in the total supply in 2006
s1_17
A member of a financial group or holding company
s1_18dd
End date (day) of fiscal year
s1_18mm
End date (month) of fiscal year
endfy
End date of fiscal year as of 2006
s2_1
Gender of the CEO
s2_2
CEO's years of working for the firm
s2_3
Is CEO a shareholder of KIT?
s2_3y
% of CEO's share
s2_4
The highest level of education completed by the CEO
s2_5
CEO's country of origin
s2_5a
CEO's citizenship
s2_5b
CEO's ethnicity (Malaysian CEO Only)
s2_6
CEO's years of prior experience in services before joining
s2_7
Education completed by the CEO's father
s2_8
Wealth bracket of the CEO's parents
s2_9
Does the firm have a single owner?
s2_9y
Is the CEO the sole owner?
s2_9n
% of firm owned by the principal owner
s2_10
Largest shareholder
s2_11
% of share owned by the largest shareholder
s2_12
Does the current owner/largest shareholder form KIT?
s2_12n
How did the current owner/largest shareholder acquire the KIT?
s2_13
Gender of owner/largest shareholder
s2_14
The highest level of education completed by owner/largest shareholder
s2_15
Owner's (largest shareholder's) years of prior experience in services
s2_16
Wealth bracket of parents of the owner/largest shareholder
s2_17
The highest level of education completed by parents of owner/largest shareholder
s2_18
Is the father an entrepreneur?
s2_19
Location of the Parent establishment headquarter
s2_20
Participation in a 'liquid center' managed by Parent establishment
s2_21
How decisions were made
s2_22b
Name of the government body
s2_22
Location of the government body headquarters
stategov
Location of headquarters by state
s2_23
Year the government body was founded
s2_24
Year the government body began supervising
s2_25
The government body supervises other firms in the same industry
s2_26
Participation in a 'liquid center' managed by the government body
s2_27
How decisions were made
s2_28
Ceiling on the investment amount without consultation with the government body
s3_1
Last purchase of machinery and equipment
s3_1mm
Last purchase of machinery and equipment (month)
s3_1yy
Last purchase of machinery and equipment (year)
s3_1a
The value of the purchase (RM)
s3_1b_1
The purchase financed by owner/parent establishment
s3_1b_2
The purchase financed by retained earnings
s3_1b_3
The purchase financed by bank overdraft
s3_1b_4
The purchase financed by loans from domestic banks
s3_1b_5
The purchase financed by loans from foreign banks
s3_1b_6
The purchase financed by leasing
s3_1b_7
The purchase financed by loans from associations
s3_1b_8
The purchase financed by loans from friends/relatives
s3_1b_9
The purchase financed by other sources
s3_1c
% of ICT ep. in the most recent purchase
s3_1d_1
% of domestic new machinery/equipment
s3_1d_2
% of domestic second-hand machinery/equipment
s3_1d_3
% of imported new machinery/equipment
s3_1d_4
% of imported second-hand machinery/equipment
s3_2
Rate of import duty paid for all the most recent machinery/equipment
s3_2aa_1
The country of origin of imported machinery/equipment (1st)
s3_2aa_2
The country of origin of imported machinery/equipment (2nd)
s3_2aa_3
The country of origin of imported machinery/equipment (3rd)
s3_2aa_4
The country of origin of imported machinery/equipment (4th)
s3_2aa_5
The country of origin of imported machinery/equipment (5th)
s3_2ab_1
Share of imported machinery/equipment from the 1st country
s3_2ab_2
Share of imported machinery/equipment from the 2nd country
s3_2ab_3
Share of imported machinery/equipment from the 3rd country
s3_2ab_4
Share of imported machinery/equipment from the 4th country
s3_2ab_5
Share of imported machinery/equipment from the 5th country
s3_3
% of profits re-invested
s3_4_1
Expected increase in investment in 2008
s3_4_2
Expected increase in investment in 2009-10
s3_4y
% of next investment related to IT
s3_5
Invested outside Malaysia
s3_5y
% of oversea investment in total investment
s3_5yb_1
% of oversea investment to China
s3_5yb_2
% of oversea investment to Other ASEAN countries
s3_5yb_3
% of oversea investment to USA
s3_5yb_4
% of oversea investment to Europe
s3_5yb_5
% of oversea investment to Africa
s3_5yb_6
% of oversea investment to Others
s3_5yc_1
Reason to invest abroad (listed 1st)
s3_5yc_2
Reason to invest abroad (listed 2nd)
s3_5yc_3
Reason to invest abroad (listed 3rd)
s3_5ycr_1
Reason to invest abroad: Cheap labor
s3_5ycr_2
Reason to invest abroad: Higher worker productivity
s3_5ycr_3
Reason to invest abroad: Lower taxes on profits
s3_5ycr_4
Reason to invest abroad: Better infrastructure
s3_5ycr_5
Reason to invest abroad: Larger market for my products
s3_5ycr_6
Reason to invest abroad: High taxes on inputs in Malaysia
s3_5ycr_7
Reason to invest abroad: Shortage of unskilled workers in Malaysia
s3_5ycr_8
Reason to invest abroad: Shortage of skilled workers in Malaysia
s3_5ycr_9
Reason to invest abroad: Lower cost of doing business
s3_5ycr_10
Reason to invest abroad: Better incentives
s3_5ycr_11
Reason to invest abroad: Others
s3_6a_1
% of plant machinery (<5 years old)
s3_6a_2
% of plant machinery (5-10 years old)
s3_6a_3
% of plant machinery (10-20 years old)
s3_6a_4
% of plant machinery (>20 years old)
s3_6b_1
More years to be used (<5 years old)
s3_6b_2
More years to be used (5-10 years old)
s3_6b_3
More years to be used (10-20 years old)
s3_6b_4
More years to be used (>20 years old)
s3_8_1
% of capacity utilized in 2006
s3_8_2
% of capacity utilized in 2005
s3_8_3
% of capacity utilized in 2004
s3_9_1
Reason for underutilization: Lack of working capital
s3_9_2
Reason for underutilization: Low demand
s3_9_3
Reason for underutilization: Skilled labor shortage
s3_9_4
Reason for underutilization: Unskilled labor shortage
s3_9_5
Reason for underutilization: Others
s3_11
No. of Services types introduced in the last 3 years
s3_11y
% of sales by the new Services
s3_12
Staff working exclusively in new Services design/R&D in 2006
s3_12y
No. of employees working exclusively in new Services design/R&D in 2006
s3_13
Subcontracted R&D projects to other companies
s3_13a
Location of the companies
s3_14
Amount spent in royalties in 2006 (RM)
s3_15
Planning to introduce new services in the next 2 years
s3_16_01
Upgraded your machinery and equipment in the last 2 years
s3_16_02
Entered new markets due to process or service improvements in quality or cost
s3_16_03
Filed any patents/utility models or copyright protected materials
s3_16_04
Developed a major new service line
s3_16_05
Upgraded an existing service line
s3_16_06
Introduced new technology that changed the main production process
s3_16_07
Discontinued at least one service (not production) line
s3_16_08
Opened a new plant
s3_16_09
Closed at least one existing establishment or outlet
s3_16_10
Entered a new joint venture agreement with a foreign partner
s3_16_11
Entered a new joint-venture agreement with a local partner
s3_16_12
Obtained a new licensing agreement
s3_16_13
Outsourced a major production activity that was previously conducted in-house
s3_16_14
Brought in-house a major production activity that was previously outsourced
s3_17a_1
How technological innovations were acquired (1st)
s3_17a_2
How technological innovations were acquired (2nd)
s3_17a_3
How technological innovations were acquired (3rd)
s3_17b_1
% of total innovation (1st)
s3_17b_2
% of total innovation (2nd)
s3_17b_3
% of total innovation (3rd)
s3_18_1
Sought collaboration with other firms for technological innovations
s3_18_2
Sought collaboration with universities for technological innovations
s3_18_3
Sought collaboration with research institutions for technological innovations
s3_18_4
Sought collaboration with use any gvnt incentives for technological innovations
s3_18_5
Sought collaboration with multilateral agencies for technological innovations
s3_19_1
Adaptation or R&D necessitated to transfer technology from parent establishment
s3_19_2
Training of workforce necessitated to implement technology
s3_20
Learned a new technology from MNC
s3_20y
Explicit MNC licensing, training, quality certification programs
s3_21_1
Would undertake more R&D if stronger IPR laws adopted and enforced
s3_21_2
Would make it more costly to acquire new tech. if stronger IPR laws adopted and
s3_22
Received any ISO certification
s3_26_1
The main constraints of IT use: High cost of IT equipment and maintenance
s3_26_2
The main constraints of IT use: Lack of knowledgeable and trained IT personnel
s3_26_3
The main constraints of IT use: Low returns to investments in IT
s3_26_4
The main constraints of IT use: Lack of experienced consultants to provide or de
s3_26_5
The main constraints of IT use: IT-based systems do not improve productivity
s3_26_6
The main constraints of IT use: Lack of up to date information on IT development
s3_26_7
The main constraints of IT use: Other
s3_27
Received any gvnt incentives to conduct tech. innovation in the past three years
s4_2
No. of days operated in 2006
s4_3
No. of hours of typical production workers
s4_4
Optimal level of employment compared to the current level
s4_4a_1
Reason for overstaffed: Laws and regulations regarding the firing of workers
s4_4a_2
Reason for overstaffed: Pressure from unions
s4_4a_3
Reason for overstaffed: Pressure from political groups
s4_4a_4
Reason for overstaffed: Fear of social sanctions
s4_4a_5
Reason for overstaffed: Anticipation of an upturn in sales
s4_4a_6
Reason for overstaffed: Others
s4_4b_1
Reason for understaffed: Laws/regulations of foreign workers' employment
s4_4b_2
Reason for understaffed: Difficulty in employing local workers
s4_4b_3
Reason for understaffed: Shortage of skilled workers
s4_4b_4
Reason for understaffed: Anticipation of a downturn in sales
s4_4b_5
Reason for understaffed: Others
s4_5
Members of a trade union
s4_5y
% of workforce unionized
s4_6_1
Had any labor disputes concerning pay
s4_6_2
Had any labor disputes concerning redundancy
s4_6_3
Had any labor disputes concerning social security
s4_6_4
Had any labor disputes concerning others
s4_7_01
No. of man-days lost due to strike
s4_7_02
No. of man-days lost due to other stoppages
s4_7_03
No. of man-days lost due to worker slowdowns
s4_7_04
No. of man-days lost due to worker absenteeism
s4_7_05
No. of man-days lost due to alcoholism
s4_7_06
No. of man-days lost due to drug abuse
s4_7_07
No. of man-days lost due to reported sickness
s4_7_08
No. of man-days lost due to other labor related causes
s4_7_09
No. of man-days lost due to civil unrest
s4_7_10
No. of man-days lost due to others
s4_8_1
Major problem with labor reg.: Dealing with hiring procedures for local workers
s4_8_2
Major problem with labor reg.: Dealing with hiring procedures for expatriate wor
s4_8_3
Major problem with labor reg.: Dealing with hiring procedures for immigrant work
s4_8_4
Major problem with labor reg.: Limits on hiring expatriates
s4_8_5
Major problem with labor reg.: Layoff procedures and cost of retrenchment
s4_8_6
Major problem with labor reg.: Limits on temporary hiring
s4_8_7
Major problem with labor reg.: Inflexible salary scale for skilled workers
s4_8_8
Major problem with labor reg.: Others
s4_8ba_1
Foreign management labors are sourced through own initiatives
s4_8ba_2
Foreign professionals are sourced through own initiatives
s4_8ba_3
Foreign skill workers are sourced through own initiatives
s4_8ba_4
Foreign unskilled workers are sourced through own initiatives
s4_8ba_5
Foreign clerical workers are sourced through own initiatives
s4_8bb_1
Foreign management labors are sourced through hiring agency
s4_8bb_2
Foreign professionals are sourced through hiring agency
s4_8bb_3
Foreign skilled workers are sourced through hiring agency
s4_8bb_4
Foreign unskilled workers are sourced through hiring agency
s4_8bb_5
Foreign clerical workers are sourced through hiring agency
s4_8b_1
Foreign management labors are sourced through ...
s4_8b_2
Foreign professionals are sourced through ...
s4_8b_3
Foreign skilled workers are sourced through ...
s4_8b_4
Foreign unskilled workers are sourced through ...
s4_8b_5
Foreign clerical workers are sourced through ...
s4_8bc1_1
Reasons to use the source(s) for management (1st)
s4_8bc1_2
Reasons to use the source(s) for professionals (1st)
s4_8bc1_3
Reasons to use the source(s) for skilled workers (1st)
s4_8bc1_4
Reasons to use the source(s) for unskilled workers (1st)
s4_8bc1_5
Reasons to use the source(s) for clerical workers (1st)
s4_8bc2_1
Reasons to use the source(s) for management (2nd)
s4_8bc2_2
Reasons to use the source(s) for professionals (2nd)
s4_8bc2_3
Reasons to use the source(s) for skilled workers (2nd)
s4_8bc2_4
Reasons to use the source(s) for unskilled workers (2nd)
s4_8bc2_5
Reasons to use the source(s) for clerical workers (2nd)
s4_8bc3_1
Reasons to use the source(s) for management (3rd)
s4_8bc3_2
Reasons to use the source(s) for professionals (3rd)
s4_8bc3_3
Reasons to use the source(s) for skilled workers (3rd)
s4_8bc3_4
Reasons to use the source(s) for unskilled workers (3rd)
s4_8bc3_5
Reasons to use the source(s) for clerical workers (3rd)
s4_8bc4_1
Reasons to use the source(s) for management (4th)
s4_8bc4_2
Reasons to use the source(s) for professionals (4th)
s4_8bc4_3
Reasons to use the source(s) for skilled workers (4th)
s4_8bc4_4
Reasons to use the source(s) for unskilled workers (4th)
s4_8bc4_5
Reasons to use the source(s) for clerical workers (4th)
s4_8bc5_1
Reasons to use the source(s) for management (5th)
s4_8bc5_2
Reasons to use the source(s) for professionals (5th)
s4_8bc5_3
Reasons to use the source(s) for skilled workers (5th)
s4_8bc5_4
Reasons to use the source(s) for unskilled workers (5th)
s4_8bc5_5
Reasons to use the source(s) for clerical workers (5th)
s4_9_1
Current vacancies in professional position
s4_9_2
Current vacancies in skilled technician position
s4_9_3
Current vacancies in unskilled production worker position
s4_10_1
No. of weeks to fill the most recent vacancy for a professional
s4_10_2
No. of weeks to fill the most recent vacancy for a skilled production worker
s4_10_3
No. of weeks to fill the most recent vacancy for a unskilled production worker
s4_11_1
The most important causes: Applicants demand very high wage
s4_11_2
The most important causes: Not a sufficient number of univ. graduates
s4_11_3
The most important causes: Applicants do not have required basic skills
s4_11_4
The most important causes: Applicants do not have required technical skills
s4_11_5
The most important causes: No applicants for unskilled worker position
s4_11_6
The most important causes: High turnover of new recruits
s4_11_7
The most important causes: Others
s4_12_1
The most important considerations in recruiting: Education level
s4_12_2
The most important considerations in recruiting: Technical skills
s4_12_3
The most important considerations in recruiting: Experience
s4_12_4
The most important considerations in recruiting: Loyalty
s4_12_5
The most important considerations in recruiting: Ethical quotas
Total: 1707
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