IND_2008-2017_MIIE_v01_M DDI_IND_2008-2017_MIIE_v01_M_WB Development Economics Data Group 2019-11-07 Nesstar Publisher Version 01 (November 2019) Replication Files for "Do Management Interventions Last? Evidence from India" 2017 MIIE 2018-2017 IND_2008-2017_MIIE_v01_M David McKenzie Nick Bloom Aprajit Mahajan John Roberts Nesstar Publisher David McKenzie Enterprise Survey [en/oth] We revisited Indian weaving firms nine years after a randomized experiment that changed their management practices. While about half of the practices adopted in the original experimental plants had been dropped, there was still a large and significant gap in practices between the treatment and control plants, suggesting lasting impacts of effective management interventions. Few practices had spread across the firms in the study, but many had spread within firms. Managerial turnover and the lack of director time were two of the most cited reasons for the drop in management practices, highlighting the importance of key employees. India Firm Sample survey data [ssd] The study is based on a sample of textile plants in India. For a full description of the sampling methodology, please refer to the research paper: Do Management Interventions Last? Evidence from India", American Economic Journal. Computer Assisted Personal Interview [capi] The do files can be publicly released, but all data files are to be kept confidential once the licensed data access is authorized by the Primary Investigators. The user of the data acknowledges that the original collector of the data, the authorized distributor of the data, and the relevant funding agency bear no responsibility for use of the data or for interpretations or inferences based upon such uses. figurea1.NSDstat 587 4 Nesstar 200801 tablea1.NSDstat 136 41 Nesstar 200801 tablea3.NSDstat 136 40 Nesstar 200801 tablea4.NSDstat 587 5 Nesstar 200801 figure1.NSDstat 20 5 Nesstar 200801 figures23.NSDstat 136 41 Nesstar 200801 figures23_2.NSDstat 38 2 Nesstar 200801 table2.NSDstat 136 12 Nesstar 200801 permutation_results_tbl2.NSDstat 400 8 Nesstar 200801 table3.NSDstat 1042 5 Nesstar 200801 table4.NSDstat 4522 11 Nesstar 200801 table5_1.NSDstat 111 16 Nesstar 200801 table5_2.NSDstat 34 4 Nesstar 200801 permutation_results_table5_cols1_2.NSDstat 4000 2 Nesstar 200801 permutation_results_table5_col3.NSDstat 4000 1 Nesstar 200801 permutation_results_table5_cols4_8.NSDstat 4000 5 Nesstar 200801 common.NSDstat 38 2 Nesstar 200801 dtfp.NSDstat 20 2 Nesstar 200801 india2017.NSDstat 136 187 Nesstar 200801 management2011.NSDstat 28 5 Nesstar 200801 question.NSDstat 4522 25 Nesstar 200801 temp.NSDstat 4522 16 Nesstar 200801 Year 587 0 2008 2011 2008 136 2009 128 2010 128 2011 195 Log production 376 211 -0.97 1.113 Log looms 495 92 1.386 5.333 Log employees 498 89 2.485 6.492 Year 136 0 2008 2017 2008 34 2011 34 2014 34 2017 34 Is preventive maintenance carried out for the machines? 119 17 0 1 0 26 1 93 Sysmiss 17 Is preventive maintenance carried as per manufacturer's recommendations? 119 17 0 1 0 106 1 13 Sysmiss 17 Is the shop floor marked clearly for where each machine should be? 119 17 0 1 0 95 1 24 Sysmiss 17 Is the shop floor clear of waste and obstacles? 119 17 0 1 0 92 1 27 Sysmiss 17 Is machine downtime recorded? 119 17 0 1 0 21 1 98 Sysmiss 17 Are machine downtime reasons monitored daily? 119 17 0 1 0 37 1 82 Sysmiss 17 Is machine downtime analysed at least fortnightly & action plans created and imp 119 17 0 1 0 71 1 48 Sysmiss 17 Do daily meetings take place that discuss efficiency with production team? 119 17 0 1 0 63 1 56 Sysmiss 17 Are there written procedures for warping, drawing, weaving & beam gaiting displa 119 17 0 1 0 104 1 15 Sysmiss 17 Are there any visual aids to allow the firm to display daily efficiency loomwise 119 17 0 1 0 78 1 41 Sysmiss 17 Are these visual aids in practice updated on a daily basis? 119 17 0 1 0 90 1 29 Sysmiss 17 Are spares stored in a systematic basis (i.e. with labelling and demarked locati 119 17 0 1 0 83 1 36 Sysmiss 17 Are spares purchases and consumption recorded and monitored? 119 17 0 1 0 58 1 61 Sysmiss 17 Are scientific methods used to define inventory norms for spares? 119 17 0 1 0 110 1 9 Sysmiss 17 Are quality defects recorded? 119 17 0 1 0 1 1 118 Sysmiss 17 Are quality defects recorded defect wise? 119 17 0 1 0 26 1 93 Sysmiss 17 Are quality defects monitored on a daily basis? 119 17 0 1 0 56 1 63 Sysmiss 17 Is there an analysis and action plan based on defects data? 119 17 0 1 0 82 1 37 Sysmiss 17 Is there a fabric gradation system? 119 17 0 1 0 16 1 103 Sysmiss 17 Is the gradation system well defined? 119 17 0 1 0 56 1 63 Sysmiss 17 Do daily meetings take place that discuss defects and gradation? 119 17 0 1 Is there a Standard Operating Procedure displayed for quality supervisors and gr 119 17 0 1 0 104 1 15 Sysmiss 17 Are yarn transactions (receipt, issues, returns) recorded on a daily basis? 111 25 0 1 0 2 1 109 Sysmiss 25 111 25 0 1 Are scientific methods used to define inventory norms for yarn? 101 35 0 0 0 101 Sysmiss 35 Is there a process for monitoring the aging of yarn stock? 101 35 0 1 0 50 1 51 Sysmiss 35 Is there a system for using and disposing of old stock? 101 35 0 1 0 48 1 53 Sysmiss 35 Is there location wise entry maintained for yarn storage? 111 25 0 1 0 66 1 45 Sysmiss 25 Is advance loom planning done ? 119 17 0 1 0 81 1 38 Sysmiss 17 Is there a regular meeting between sales and operational management? 119 17 0 1 0 67 1 52 Sysmiss 17 Is there a reward system for non-managerial factory staff based on performance? 119 17 0 1 0 40 1 79 Sysmiss 17 Is there a reward system for managerial factory staff based on performance? 119 17 0 1 0 89 1 30 Sysmiss 17 Is there a reward system for non-managerial factory staff based on attendance? 119 17 0 1 0 67 1 52 Sysmiss 17 Are top performers among factory staff publicly identified each month? 119 17 0 1 0 100 1 19 Sysmiss 17 Are roles & responsibilities written for managers and supervisors in the factory 119 17 0 1 0 84 1 35 Sysmiss 17 Are customers segmented for order prioritsation? 111 25 0 1 0 103 1 8 Sysmiss 25 Is orderwise production planning undertaken 111 25 0 1 0 8 1 103 Sysmiss 25 Is historical efficiency data analysed for making business decisions regarding d 119 17 0 1 management score 119 17 0.0789 0.895 Treatment indicator 136 0 0 1 0 40 1 96 Year 136 0 2008 2017 2008 34 2011 34 2014 34 2017 34 Is preventive maintenance carried out for the machines? 119 17 0 1 0 26 1 93 Sysmiss 17 Is preventive maintenance carried as per manufacturer's recommendations? 119 17 0 1 0 106 1 13 Sysmiss 17 Is the shop floor marked clearly for where each machine should be? 119 17 0 1 0 95 1 24 Sysmiss 17 Is the shop floor clear of waste and obstacles? 119 17 0 1 0 92 1 27 Sysmiss 17 Is machine downtime recorded? 119 17 0 1 0 21 1 98 Sysmiss 17 Are machine downtime reasons monitored daily? 119 17 0 1 0 37 1 82 Sysmiss 17 Is machine downtime analysed at least fortnightly & action plans created and imp 119 17 0 1 0 71 1 48 Sysmiss 17 Do daily meetings take place that discuss efficiency with production team? 119 17 0 1 0 63 1 56 Sysmiss 17 Are there written procedures for warping, drawing, weaving & beam gaiting displa 119 17 0 1 0 104 1 15 Sysmiss 17 Are there any visual aids to allow the firm to display daily efficiency loomwise 119 17 0 1 0 78 1 41 Sysmiss 17 Are these visual aids in practice updated on a daily basis? 119 17 0 1 0 90 1 29 Sysmiss 17 Are spares stored in a systematic basis (i.e. with labelling and demarked locati 119 17 0 1 0 83 1 36 Sysmiss 17 Are spares purchases and consumption recorded and monitored? 119 17 0 1 0 58 1 61 Sysmiss 17 Are scientific methods used to define inventory norms for spares? 119 17 0 1 0 110 1 9 Sysmiss 17 Are quality defects recorded? 119 17 0 1 0 1 1 118 Sysmiss 17 Are quality defects recorded defect wise? 119 17 0 1 0 26 1 93 Sysmiss 17 Are quality defects monitored on a daily basis? 119 17 0 1 0 56 1 63 Sysmiss 17 Is there an analysis and action plan based on defects data? 119 17 0 1 0 82 1 37 Sysmiss 17 Is there a fabric gradation system? 119 17 0 1 0 16 1 103 Sysmiss 17 Is the gradation system well defined? 119 17 0 1 0 56 1 63 Sysmiss 17 Do daily meetings take place that discuss defects and gradation? 119 17 0 1 Is there a Standard Operating Procedure displayed for quality supervisors and gr 119 17 0 1 0 104 1 15 Sysmiss 17 Are yarn transactions (receipt, issues, returns) recorded on a daily basis? 111 25 0 1 0 2 1 109 Sysmiss 25 111 25 0 1 Are scientific methods used to define inventory norms for yarn? 101 35 0 0 0 101 Sysmiss 35 Is there a process for monitoring the aging of yarn stock? 101 35 0 1 0 50 1 51 Sysmiss 35 Is there a system for using and disposing of old stock? 101 35 0 1 0 48 1 53 Sysmiss 35 Is there location wise entry maintained for yarn storage? 111 25 0 1 0 66 1 45 Sysmiss 25 Is advance loom planning done ? 119 17 0 1 0 81 1 38 Sysmiss 17 Is there a regular meeting between sales and operational management? 119 17 0 1 0 67 1 52 Sysmiss 17 Is there a reward system for non-managerial factory staff based on performance? 119 17 0 1 0 40 1 79 Sysmiss 17 Is there a reward system for managerial factory staff based on performance? 119 17 0 1 0 89 1 30 Sysmiss 17 Is there a reward system for non-managerial factory staff based on attendance? 119 17 0 1 0 67 1 52 Sysmiss 17 Are top performers among factory staff publicly identified each month? 119 17 0 1 0 100 1 19 Sysmiss 17 Are roles & responsibilities written for managers and supervisors in the factory 119 17 0 1 0 84 1 35 Sysmiss 17 Are customers segmented for order prioritsation? 111 25 0 1 0 103 1 8 Sysmiss 25 Is orderwise production planning undertaken 111 25 0 1 0 8 1 103 Sysmiss 25 Is historical efficiency data analysed for making business decisions regarding d 119 17 0 1 Plant id 136 0 1 34 Year 587 0 2008 2011 2008 136 2009 128 2010 128 2011 195 Looms 495 92 4 207 Production 376 211 0.379 3.043 Employees 498 89 12 660 Firm code 587 0 1 195 Treatment Experimental Group 20 0 0.256 0.623 Control Experimental Group 20 0 0.284 0.408 Treatment Non-Experimental 20 0 0.261 0.436 Months after the diagnostic phase 20 0 -14 24 Control Non-Experimental 20 0 0.279 0.315 Year 136 0 2008 2017 2008 34 2011 34 2014 34 2017 34 Is preventive maintenance carried out for the machines? 119 17 0 1 0 26 1 93 Sysmiss 17 Is preventive maintenance carried as per manufacturer's recommendations? 119 17 0 1 0 106 1 13 Sysmiss 17 Is the shop floor marked clearly for where each machine should be? 119 17 0 1 0 95 1 24 Sysmiss 17 Is the shop floor clear of waste and obstacles? 119 17 0 1 0 92 1 27 Sysmiss 17 Is machine downtime recorded? 119 17 0 1 0 21 1 98 Sysmiss 17 Are machine downtime reasons monitored daily? 119 17 0 1 0 37 1 82 Sysmiss 17 Is machine downtime analysed at least fortnightly & action plans created and imp 119 17 0 1 0 71 1 48 Sysmiss 17 Do daily meetings take place that discuss efficiency with production team? 119 17 0 1 0 63 1 56 Sysmiss 17 Are there written procedures for warping, drawing, weaving & beam gaiting displa 119 17 0 1 0 104 1 15 Sysmiss 17 Are there any visual aids to allow the firm to display daily efficiency loomwise 119 17 0 1 0 78 1 41 Sysmiss 17 Are these visual aids in practice updated on a daily basis? 119 17 0 1 0 90 1 29 Sysmiss 17 Are spares stored in a systematic basis (i.e. with labelling and demarked locati 119 17 0 1 0 83 1 36 Sysmiss 17 Are spares purchases and consumption recorded and monitored? 119 17 0 1 0 58 1 61 Sysmiss 17 Are scientific methods used to define inventory norms for spares? 119 17 0 1 0 110 1 9 Sysmiss 17 Are quality defects recorded? 119 17 0 1 0 1 1 118 Sysmiss 17 Are quality defects recorded defect wise? 119 17 0 1 0 26 1 93 Sysmiss 17 Are quality defects monitored on a daily basis? 119 17 0 1 0 56 1 63 Sysmiss 17 Is there an analysis and action plan based on defects data? 119 17 0 1 0 82 1 37 Sysmiss 17 Is there a fabric gradation system? 119 17 0 1 0 16 1 103 Sysmiss 17 Is the gradation system well defined? 119 17 0 1 0 56 1 63 Sysmiss 17 Do daily meetings take place that discuss defects and gradation? 119 17 0 1 Is there a Standard Operating Procedure displayed for quality supervisors and gr 119 17 0 1 0 104 1 15 Sysmiss 17 Are yarn transactions (receipt, issues, returns) recorded on a daily basis? 111 25 0 1 0 2 1 109 Sysmiss 25 111 25 0 1 Are scientific methods used to define inventory norms for yarn? 101 35 0 0 0 101 Sysmiss 35 Is there a process for monitoring the aging of yarn stock? 101 35 0 1 0 50 1 51 Sysmiss 35 Is there a system for using and disposing of old stock? 101 35 0 1 0 48 1 53 Sysmiss 35 Is there location wise entry maintained for yarn storage? 111 25 0 1 0 66 1 45 Sysmiss 25 Is advance loom planning done ? 119 17 0 1 0 81 1 38 Sysmiss 17 Is there a regular meeting between sales and operational management? 119 17 0 1 0 67 1 52 Sysmiss 17 Is there a reward system for non-managerial factory staff based on performance? 119 17 0 1 0 40 1 79 Sysmiss 17 Is there a reward system for managerial factory staff based on performance? 119 17 0 1 0 89 1 30 Sysmiss 17 Is there a reward system for non-managerial factory staff based on attendance? 119 17 0 1 0 67 1 52 Sysmiss 17 Are top performers among factory staff publicly identified each month? 119 17 0 1 0 100 1 19 Sysmiss 17 Are roles & responsibilities written for managers and supervisors in the factory 119 17 0 1 0 84 1 35 Sysmiss 17 Are customers segmented for order prioritsation? 111 25 0 1 0 103 1 8 Sysmiss 25 Is orderwise production planning undertaken 111 25 0 1 0 8 1 103 Sysmiss 25 Is historical efficiency data analysed for making business decisions regarding d 119 17 0 1 Treatment Indicator 136 0 0 1 0 40 1 96 Experimental Indicator 136 0 0 1 0 56 1 80 Question 38 0 1 38 Management Category 38 0 Factory Operations 14 HR & Talent Management 5 Inventory 6 Planning 2 Quality 8 Sales & Order Management 3 Year 136 0 2008 2017 2008 34 2011 34 2014 34 2017 34 management score 119 17 0.0789 0.895 Treatment Indicator 136 0 0 1 0 40 1 96 Indicator of Experimental Plant 136 0 0 1 0 56 1 80 Year is 2011 dummy 136 0 0 1 0 102 1 34 Year is 2017 dummy 136 0 0 1 0 102 1 34 Treatment*Year2011 136 0 0 1 0 112 1 24 Treatment*Year2017 136 0 0 1 0 112 1 24 Baseline Management Score 112 24 0.0789 0.789 Indicator for plants present in data in both years 120 16 1 1 1 120 Sysmiss 16 Plant ID number 136 0 1 34 Firm code 136 0 1 17 1 12 2 4 3 4 4 12 5 4 6 8 7 8 8 4 9 12 10 4 11 16 12 4 13 8 14 4 15 12 16 8 17 12 r(b_t11_up) 400 0 -0.18 0.228 r(b_t17_up) 400 0 -0.22 0.196 r(b_yr_up) 400 0 -0.213 -0.0626 r(b_bm_up) 400 0 0.34 0.745 r(b_t11_bp) 400 0 -0.219 0.242 r(b_t17_bp) 400 0 -0.228 0.2 r(b_yr_bp) 400 0 -0.221 -0.0763 r(b_bm_bp) 400 0 0.316 0.85 Year 1042 0 2017 2017 2017 1042 Reason for Practice Change 1042 0 A New Manager 8 A Product, customer or production change 9 A Spillovers: firms 11 A Spillovers: plants 14 D Negative Perceived Benefit 44 D New Manager 48 D Reduced Directors Time 37 no change 871 Treatment Indicator 1042 0 0 1 0 298 1 744 Experimental Sample Indicator 1042 0 0 1 0 403 1 639 Plant Id 1042 0 1 28 Year 4522 0 2008 2017 2008 1064 2011 1178 2014 1140 2017 1140 Practice adopted 4428 94 0 1 0 2522 1 1906 Sysmiss 94 management score 4522 0 0.0789 0.895 Treatment group indicator 4522 0 0 1 0 1368 1 3154 Experimental plants indicator 4522 0 0 1 0 1710 1 2812 Factory Manager tenure 3724 798 0.1 30 How frequent was practice at baseline 4522 0 0 0.964 group(plant question) 4522 0 1 1254 Change in adoption 1970 2552 -1 1 -1 176 0 1557 1 237 Sysmiss 2552 Firm ID 4522 0 1 17 1 380 2 152 3 152 4 304 5 76 6 304 7 266 8 152 9 418 10 152 11 570 12 152 13 304 14 152 15 380 16 228 17 380 Plant Id 4522 0 1 33 Year 111 0 2008 2017 2008 25 2011 28 2014 28 2017 30 Treatment Indicator 111 0 0 1 0 35 1 76 Treatment*Year 2017 111 0 0 1 0 91 1 20 Treatment*Year 2014 111 0 0 1 0 73 1 38 Treatment*year 2011 111 0 0 1 0 53 1 58 Sales and marketing score 111 0 0 10 0 71 1 8 2 9 3 6 4 2 5 2 6 4 7 4 8 2 10 3 Firm employment 111 0 35 415 Number of looms 111 0 16 160 Firm picks 111 0 412563.281 33873948 Any consultant days 111 0 0 1 0 93 1 18 Log exports 66 45 1.099 3.848 Export dummy 111 0 0 1 0 45 1 66 Firm id 111 0 1 17 1 9 2 4 3 4 4 8 5 2 6 8 7 5 8 4 9 8 10 4 11 14 12 4 13 8 14 4 15 9 16 6 17 10 Firm code 111 0 1 17 1 9 2 4 3 4 4 8 5 2 6 8 7 5 8 4 9 8 10 4 11 14 12 4 13 8 14 4 15 9 16 6 17 10 plant id 111 0 1 33 Plant code 111 0 1 33 Firm code 34 0 1 17 1 3 2 1 3 1 4 3 5 1 6 2 7 2 8 1 9 3 10 1 11 4 12 1 13 2 14 1 15 3 16 2 17 3 Treatment 34 0 0 1 0 10 1 24 Total Updated 34 0 0 50 New after 2011 34 0 0 1 0 28 1 6 r(b_t11_exp) 4000 0 -0.366 0.257 r(b_t11_lexp) 4000 0 -0.772 0.427 r(b_t_lu) 4000 0 -21.6 15.176 r(b_logflooms) 4000 0 -0.509 0.499 r(b_logemp) 4000 0 -0.714 0.53 r(b_logflooms_emp) 4000 0 -0.335 0.31 r(b_anyconsult) 4000 0 -0.402 0.293 r(b_salesmarketingscore) 4000 0 -2.374 1.969 Question 38 0 1 38 Frequency 38 0 0 0.964 dltfp 20 0 -0.113 0.794 Firm id 20 0 1 17 1 1 2 1 3 1 4 2 5 1 6 1 7 1 8 1 9 1 10 1 11 1 12 1 13 1 14 1 15 2 16 1 17 2 Year 136 0 2008 2017 2008 34 2011 34 2014 34 2017 34 Is preventive maintenance carried out for the machines? 119 17 0 1 0 26 1 93 Sysmiss 17 Is preventive maintenance carried as per manufacturer's recommendations? 119 17 0 1 0 106 1 13 Sysmiss 17 Is the shop floor marked clearly for where each machine should be? 119 17 0 1 0 95 1 24 Sysmiss 17 Is the shop floor clear of waste and obstacles? 119 17 0 1 0 92 1 27 Sysmiss 17 Is machine downtime recorded? 119 17 0 1 0 21 1 98 Sysmiss 17 Are machine downtime reasons monitored daily? 119 17 0 1 0 37 1 82 Sysmiss 17 Is machine downtime analysed at least fortnightly & action plans created and imp 119 17 0 1 0 71 1 48 Sysmiss 17 Do daily meetings take place that discuss efficiency with production team? 119 17 0 1 0 63 1 56 Sysmiss 17 Are there written procedures for warping, drawing, weaving & beam gaiting displa 119 17 0 1 0 104 1 15 Sysmiss 17 Are there any visual aids to allow the firm to display daily efficiency loomwise 119 17 0 1 0 78 1 41 Sysmiss 17 Are these visual aids in practice updated on a daily basis? 119 17 0 1 0 90 1 29 Sysmiss 17 Are spares stored in a systematic basis (i.e. with labelling and demarked locati 119 17 0 1 0 83 1 36 Sysmiss 17 Are spares purchases and consumption recorded and monitored? 119 17 0 1 0 58 1 61 Sysmiss 17 Are scientific methods used to define inventory norms for spares? 119 17 0 1 0 110 1 9 Sysmiss 17 Are quality defects recorded? 119 17 0 1 0 1 1 118 Sysmiss 17 Are quality defects recorded defect wise? 119 17 0 1 0 26 1 93 Sysmiss 17 Are quality defects monitored on a daily basis? 119 17 0 1 0 56 1 63 Sysmiss 17 Is there an analysis and action plan based on defects data? 119 17 0 1 0 82 1 37 Sysmiss 17 Is there a fabric gradation system? 119 17 0 1 0 16 1 103 Sysmiss 17 Is the gradation system well defined? 119 17 0 1 0 56 1 63 Sysmiss 17 Do daily meetings take place that discuss defects and gradation? 119 17 0 1 Is there a Standard Operating Procedure displayed for quality supervisors and gr 119 17 0 1 0 104 1 15 Sysmiss 17 Are yarn transactions (receipt, issues, returns) recorded on a daily basis? 111 25 0 1 0 2 1 109 Sysmiss 25 111 25 0 1 Are scientific methods used to define inventory norms for yarn? 101 35 0 0 0 101 Sysmiss 35 Is there a process for monitoring the aging of yarn stock? 101 35 0 1 0 50 1 51 Sysmiss 35 Is there a system for using and disposing of old stock? 101 35 0 1 0 48 1 53 Sysmiss 35 Is there location wise entry maintained for yarn storage? 111 25 0 1 0 66 1 45 Sysmiss 25 Is advance loom planning done ? 119 17 0 1 0 81 1 38 Sysmiss 17 Is there a regular meeting between sales and operational management? 119 17 0 1 0 67 1 52 Sysmiss 17 Is there a reward system for non-managerial factory staff based on performance? 119 17 0 1 0 40 1 79 Sysmiss 17 Is there a reward system for managerial factory staff based on performance? 119 17 0 1 0 89 1 30 Sysmiss 17 Is there a reward system for non-managerial factory staff based on attendance? 119 17 0 1 0 67 1 52 Sysmiss 17 Are top performers among factory staff publicly identified each month? 119 17 0 1 0 100 1 19 Sysmiss 17 Are roles & responsibilities written for managers and supervisors in the factory 119 17 0 1 0 84 1 35 Sysmiss 17 Are customers segmented for order prioritsation? 111 25 0 1 0 103 1 8 Sysmiss 25 Is orderwise production planning undertaken 111 25 0 1 0 8 1 103 Sysmiss 25 Is historical efficiency data analysed for making business decisions regarding d 119 17 0 1 management score 119 17 0.0789 0.895 q2 reason 24 0 Horizontal Deployment from Mother Plant 8 Incorrect information on profitability 8 New Information from New Manager 4 New information from new manager 4 q2 category 129 0 Factory Operations 129 q3 reason 92 0 Incorrect Information on profitability 4 Incorrect information 4 Incorrect information on profitability 76 Lack of Incentivization/Focus - Plant Manager/Key Personnel 4 Low ability/procrastination of owner 4 q3 category 129 0 Factory Operations 129 q4 reason 84 0 Incorrect Information 4 Incorrect information 16 Incorrect information on profitability 64 q4 category 129 0 Factory Operations 129 q5 reason 76 0 Incorrect Information on profitability 4 Incorrect information 8 Incorrect information on profitability 64 q5 category 129 0 Factory Operations 129 q6 reason 20 0 External Learnings / Other Reasons 4 Horizontal Deployment from Mother Plant 4 Incorrect information on profitability 4 Lack of Incentivization/Focus - Plant Manager/Key Personnel 4 New information from New Manager 4 q6 category 129 0 Factory Operations 129 q7 reason 24 0 Horizontal Deployment from Mother Plant 4 Incorrect information on profitability 8 Lack of Incentivization/Focus - Plant Manager/Key Personnel 4 Limited incentive/authority 4 Low ability/procrastination of owner 4 q7 category 129 0 Factory Operations 129 q8 reason 64 0 External Learnings / Other Reasons 4 Horizontal Deployment from Mother Plant 8 Incorrect information 8 Incorrect information on profitability 24 Lack of Incentivization/Focus - Plant Manager/Key Personnel 4 Lack of information 4 Limited Incentive / Authority 4 Limited Incentives/Authority 4 Limited incentive/authority 4 q8 category 129 0 Factory Operations 129 q9 reason 56 0 Horizontal Deployment from Mother Plant 12 Incorrect information 16 Incorrect information on profitability 24 Limited Incentive / Authority 4 q9 category 129 0 Factory Operations 129 q10 reason 103 0 Incorrect information 31 Incorrect information on profitability 32 Limited incentive/authority 4 Low ability/procrastination of owner 32 incorrect information 4 q10 category 129 0 Factory Operations 129 q11 reason 72 0 Incorrect Information 4 Incorrect information 20 Incorrect information on profitability 20 Lack of Incentivization/Focus - Plant Manager/Key Personnel 4 Lack of information 12 Low ability/procrastination of owner 12 q11 category 129 0 Factory Operations 129 q12 reason 84 0 Incorrect Information 4 Incorrect information 16 Incorrect information on profitability 24 Lack of Incentivization/Focus - Plant Manager/Key Personnel 4 Lack of information 12 Limited Incentive / Authority 4 Low ability/procrastination of owner 16 incorrect information 4 q12 category 129 0 Factory Operations 129 q13 reason 72 0 External learnings/ Other Reasons 8 Incorrect information on profitability 56 Low ability/procrastination of owner 4 Spillover from other participating firms 4 q13 category 129 0 Factory Operations 129 q14 reason 56 0 Incorrect information on profitability 28 Lack of Director’s bandwidth or priority 24 Low ability/procrastination of owner 4 q14 category 129 0 Factory Operations 129 q15 reason 96 0 External learnings/ Other Reasons 4 Incorrect Information on profitability 4 Incorrect information of profitability 4 Incorrect information on profitability 56 Lack of Director’s bandwidth or priority 8 Lack of information 12 Not profit maximising 8 q15 category 129 0 Factory Operations 129 q16 reason 0 0 q16 category 129 0 Quality 129 q17 reason 12 0 External Learnings / Other Reasons 4 Horizontal Deployment from Mother Plant 4 Incorrect information on profitability 4 q17 category 129 0 Quality 129 q18 reason 52 0 Incorrect Information 8 Incorrect information 28 Incorrect information on profitability 8 Lack of Directors Bandwidth & Priority 4 Low ability/procrastination of owner 4 q18 category 129 0 Quality 129 q19 reason 72 0 Incorrect information 24 Incorrect information on profitability 16 Limited Incentives/Authority 8 Limited incentive/authority 8 Low ability/procrastination of owner 12 incorrect information 4 q19 category 129 0 Quality 129 q20 reason 16 0 External Learnings / Other Reasons 4 External learnings/ Other Reasons 4 Horizontal Deployment from Mother Plant 4 Low ability/procrastination of owner 4 q20 category 129 0 Quality 129 q21 reason 56 0 Incorrect Information 8 Incorrect information 20 Incorrect information on profitability 12 Low ability/procrastination of owner 12 incorrect information 4 q21 category 129 0 Quality 129 q22 reason 84 0 Incorrect Information 4 Incorrect information 32 Incorrect information on profitability 28 Limited Incentives/Authority 4 Low ability/procrastination of owner 12 incorrect information 4 q22 category 129 0 Quality 129 q23 reason 103 0 Incorrect Information 4 Incorrect information 31 Incorrect information on profitability 28 Lack of Incentivization/Focus - Plant Manager/Key Personnel 4 Lack of information 8 Low ability/procrastination of owner 24 incorrect information 4 q23 category 129 0 Quality 129 q24 reason 0 0 q24 category 129 0 Inventory 129 q25 reason 76 0 External Learnings / Other Reasons 8 Incorrect information 4 Incorrect information on profitability 4 Lack of Directors Bandwidth & Priority 4 Lack of Director’s bandwidth or priority 44 Low ability/procrastination 4 Low ability/procrastination of owner 8 q25 category 129 0 Inventory 129 q26 reason 84 0 Incorrect information of profitability 4 Incorrect information on profitability 60 Lack of information 16 Not profit maximising 4 q26 category 129 0 Inventory 129 q27 reason 36 0 External learnings/ Other Reasons 4 Incorrect information on profitability 24 Low ability/procrastination of owner 8 q27 category 129 0 Inventory 129 q28 reason 32 0 External factors 4 External learnings/ Other Reasons 4 Incorrect information 4 Incorrect information of profitability 4 Incorrect information on profitability 16 q28 category 129 0 Inventory 129 q29 reason 56 0 External learnings/ Other Reasons 4 Incorrect information 4 Incorrect information on profitability 36 Limited incentive/authority 12 q29 category 129 0 Inventory 129 q30 reason 88 0 Incorrect Information 8 Incorrect information 40 Incorrect information on profitability 4 Limited incentive/authority 24 Low ability/procrastination of owner 8 incorrect information 4 q30 category 129 0 Planning 129 q31 reason 72 0 External learnings/ Other Reasons 8 Incorrect information on profitability 16 Lack of Director’s bandwidth or priority 24 Lack of information 8 Low ability/procrastination of owner 16 q31 category 129 0 Planning 129 q32 reason 40 0 External learnings/ Other Reasons 12 Incorrect information of profitability 4 Incorrect information on profitability 16 Lack of Directors Bandwidth & Priority 4 Lack of Director’s bandwidth or priority 4 q32 category 129 0 HR & Talent Management 129 q33 reason 84 0 Incorrect information of profitability 4 Incorrect information on profitability 48 Lack of Directors Bandwidth & Priority 12 Lack of Director’s bandwidth or priority 8 Low ability/procrastination of owner 12 q33 category 129 0 HR & Talent Management 129 q34 reason 72 0 External learnings/ Other Reasons 16 Horizontal Deployment from Mother Plant 8 Incorrect information of profitability 4 Incorrect information on profitability 32 Lack of Director’s bandwidth or priority 8 Others 4 q34 category 129 0 HR & Talent Management 129 q35 reason 92 0 External Learnings / Other Reasons 4 Incorrect information 8 Incorrect information of profitability 4 Incorrect information on profitability 56 Lack of information 8 Low ability/procrastination of owner 8 Shift in Directors Priority & Focus 4 q35 category 129 0 HR & Talent Management 129 q36 reason 68 0 Incorrect information on profitability 16 Low ability/procrastination of owner 52 q36 category 129 0 HR & Talent Management 129 q37 reason 88 0 External learnings/ Other Reasons 4 Incorrect information on profitability 64 Lack of information 16 Low ability/procrastination of owner 4 q37 category 129 0 Sales & Order Management 129 q38 reason 12 0 0 4 External learnings/ Other Reasons 4 Horizontal Deployment from Mother Plant 4 q38 category 129 0 Sales & Order Management 129 q39 reason 103 0 External Factor/ Other Reason 11 Incorrect information on profitability 12 Lack of information 4 Low ability/procrastination of owner 76 q39 category 129 0 Sales & Order Management 129 Treatment indicator 136 0 0 1 0 40 1 96 Experimental plant indicator 136 0 0 1 0 56 1 80 Number of computers 129 7 0 21 number of directors 129 7 1 8 1 9 2 30 3 24 4 14 5 22 6 25 8 5 Sysmiss 7 Number of employees 129 7 25 415 Sales and marketing directors 64 72 1 4 1 35 2 21 3 5 4 3 Sysmiss 72 Sales and marketing time spent - total share all time 64 72 0.04 0.75 Trade shows 64 72 0 1 0 43 1 21 Sysmiss 72 How frequently analyze markets 64 72 0 2 0 32 1 21 2 11 Sysmiss 72 How frequently analyze product portfolio 64 72 0 2 0 29 1 19 2 16 Sysmiss 72 How frequently product pricing 64 72 0 2 0 53 1 7 2 4 Sysmiss 72 Firm own brand 62 74 0 1 0 45 1 17 Sysmiss 74 Sales and marketing professionals 64 72 0 1 0 39 1 25 Sysmiss 72 Sales and marketing use social media 64 72 0 1 0 57 1 7 Sysmiss 72 Advertising spend 64 72 0 10 Demand conditions 64 72 1 2 1 29 2 35 Sysmiss 72 Market change (industry) 64 72 1 3 1 22 2 20 3 22 Sysmiss 72 Market share (firm share) 64 72 1 3 1 4 2 42 3 18 Sysmiss 72 Weeks of orders domestic market 64 72 2 12 2 7 3 3 4 11 6 29 8 10 9 1 12 3 Sysmiss 72 Weeks of orders international market 48 88 0 12 0 2 2 3 3 1 4 13 6 9 7 3 8 12 12 5 Sysmiss 88 Location of HQ 119 0 Mumbai 115 Tarapur 4 HQ and Plant at the same site? 119 0 No 113 Yes 6 How long has your firm been in business (years) 115 21 4 53 Annual Turnover (In Million INR) 16 0 - 1 1455.175 2 250 2 2531.042 2 3005.805 3 ~600 4 ~750 2 How many production plants do you operate (e.g. 3) 119 17 0 5 0 2 1 31 2 40 3 25 4 15 5 6 Sysmiss 17 How many plants have been closed since FY2011? 65 71 0 1 0 51 1 14 Sysmiss 71 How many new plants have been established since FY2011? 65 71 0 2 0 49 1 13 2 3 Sysmiss 71 Are these new plants in textiles (i.e. weaving)? Or other biz. (dyeing, garmenti 65 0 - 49 No 2 Yes 14 Is the Director the same as 5 years ago? (Yes/ No) 65 71 0 1 0 4 1 61 Sysmiss 71 If other reasons, pl enter free text here 64 0 - 64 How many generations of your family have been in business (1=one generation (the 119 17 1 3 1 11 2 84 3 24 Sysmiss 17 How many family members are in this business with you 119 17 0 7 0 7 1 27 2 26 3 12 4 19 5 25 7 3 Sysmiss 17 Are there any more family mebers that could potentially join the business 119 17 0 2 0 102 1 14 2 3 Sysmiss 17 How much of your production is outsourced to others (e.g. 10%) 119 0 - 11 .1 7 .15 2 .3 2 .4 13 .5 6 0 64 0% (60% own production 40% job work) 8 1 2 10%-15% 4 What are your textile firms' main products (i.e. 80% suitings, 20% shirtings) 119 0 - 4 100% Furnishing 3 100% Furnishings 8 100% Shirting 22 100% Shirting (Both Men and Kids) 4 100% Shirting (Only Men) 4 100% Shirtings (Cotton) 1 100% Shirtings/suitings (100% job work) 9 100% Suiting 2 100% Suitings 2 100% shirting 4 100% suitings 4 100% suitings (100% job work) 4 50% Suitings, 50% Shirtings 2 50% warp knitting, 50% weaving 3 60% Shirting 40% Suiting 4 60% Shirtings 40% suiting 8 60% Suiting 40% Shirting 2 60% furnishings, 20% suitings, 20% shirtings for fabrics. They are also into Embroidery 5 70% Shirting 30% furnishing 3 75% Suitings, 25% Shirtings 2 75% furnishing, 25% shirting 4 80% Shirting 20% Suiting 2 80% Shirtings 20% suiting 1 85% Suitings, 15 % Shirtings 5 90% Furnishing, 10% Shirting /Suiting 1 2 99% suiting 1 Furnishing: 70%, Shirtings/Suitings: 30% 1 2 What % of output is direct exports ? (e.g. 10%) 119 0 - 2 .1 11 .15 2 .2 6 .25 2 .3 17 .35 5 .4 9 .6 13 .7 1 0 51 What are the major export markets ? (e.g. Middle East, Africa, USA) 118 0 - 56 Europe 2 Fabrics - Dubai, Mexico, Indonesia 4 Latin America, Middle East, Europe, S E Asia 4 Middle East 8 Middle East, Africa 6 Middle East, Europe 2 Middle East, Europe, Latin America 2 Middle east 8 Middle east, Europe 9 Saudi Arabia, Afghanistan, Africa 5 1 1 South America, Middle East, South East Asia 4 US, Canada, UK 1 US, Latin America and Middle East 2 USA 2 USA, Germany, Thailand, Mexico, UK, Africa 1 Number of looms (sum of all types; e.g. 50 (25 Dornier+25 Jacquard)) 119 17 0 145 Production (Fabric meters or picks) 114 22 0 20409408 Production (Normalized) 115 0 - 1 .5512257009228949 1 .5829009259259259 1 .6977981763690265 1 .7956219623483561 1 .8037780151927464 1 .8061357336517968 1 .8477359212360129 1 .8641210017356806 1 .894406596850687 1 .9325916813420467 1 .9350153043897834 1 .9500618493307201 1 .9515146571783855 1 .9536330491096307 1 .9552443099245292 1 .9772727272727273 1 .9922829451227287 1 0 6 1 37 1.025214579210214 1 1.02589619643738 1 1.026182543272499 1 1.029694635681574 1 1.033059979045341 1 1.04164134513679 1 1.045116362736563 1 1.047445020494796 1 1.049382125366388 1 1.073076923076923 1 1.07498027051011 1 1.094444444444445 1 1.115912923333333 1 1.120924083255148 1 1.140870936910844 1 1.142205755567516 1 1.155741570020988 1 1.168638473846434 1 1.183726272695285 1 1.209474449578136 1 1.220721282710142 1 1.238999099128487 1 1.24779 1 1.263157894736842 1 1.267157692307692 1 1.277423084837641 1 1.295754667391259 1 1.307547917447196 1 1.320001562770581 1 1.323677241414265 1 1.351867299659147 1 1.371814741636664 1 1.38554490006399 1 1.407214616953965 1 1.407407407407407 1 1.411764705882353 1 1.479790888888889 1 1.506515333333333 1 1.562452877232269 1 1.779685680688836 1 1.814206045919595 1 1.849186512033581 1 1.88112390294011 1 2.094349597740172 1 2.103834375 1 2.198756085642718 1 2.340351416182226 1 2.441478736842105 1 2.441952700040698 1 2.443598865748006 1 2.606795368421053 1 2.730078099393311 1 3.659603823899529 1 4.142378801840001 1 Relation of the Plant Manager with the Director 119 0 - 4 No 107 Yes 8 Factory Manager tenure 101 35 0.1 30 Employees (number) (Permanent + Contract) 119 17 0 290 No. of Plants 119 17 0 5 0 2 1 31 2 40 3 25 4 15 5 6 Sysmiss 17 Computerization 0 136 Sysmiss 136 How many computers does the firm have at the factory? 119 17 0 20 0 18 1 13 2 22 3 14 4 15 5 15 6 10 8 5 13 3 14 2 20 2 Sysmiss 17 How many people are direct users of the computers in factory? 119 17 0 20 0 17 1 14 2 16 3 25 4 14 5 8 6 7 7 4 8 5 10 2 13 3 14 2 20 2 Sysmiss 17 Does the plant manager use e-mail? 119 17 0 1 0 64 1 55 Sysmiss 17 Linked ERP System 119 17 0 1 0 81 1 38 Sysmiss 17 Decentralization 0 136 Sysmiss 136 What authority does the plant manager(or other managers) have to hire a Weaver ( 119 0 - 6 3 9 4 8 5 96 What authority does the plant manager (or other managers) have to hire a junior 119 0 - 6 1 45 2 12 3 26 4 23 5 7 What authority does the plant manager (or other managers) have to purchase spare 119 0 - 6 1 3 2 33 3 45 4 7 5 25 Number of days the director visits the factory (this plant) every week 119 0 - 6 .0416666666666667 1 .05 1 .0833333333333333 4 .125 2 .25 2 .5 11 0 4 1 29 1.5 1 2 21 2.5 3 3 20 3.5 1 4 1 5 6 6 6 Do you know any of the Directors of other firms in the study? 65 0 No 35 Yes 30 Have you discussed management practices with any of them? 65 0 - 35 No 26 Yes 4 Have you visited any of their plants? 65 0 - 35 No 30 Have you changed any of your management practices as a result of these discussio 65 0 - 35 No 26 Yes 4 Have any other members of your firm (e.g. plants managers) learned from other fi 65 0 No 65 Did this learning lead you to adopt new management practices? 65 0 - 65 Have you hired consultants since 2011? (yes/no) 65 0 No 41 Yes 24 Approximately how many days of consultant time have you had in your plant since 63 0 - 41 0 1 1825 3 25 5 365 4 4 1 730 6 75 2 Length of interview (minutes) 88 0 30 Mins 13 40 1 45 Mins 3 60 Mins 38 70 2 70 Mins 10 70mins 17 75 Mins 1 75 mins 3 Interview reliability (1=very unreliable with doubts over 50% of information, 10 88 48 10 10 10 88 Sysmiss 48 Any other observations (free text) 88 0 - 88 Approximate age of the Director (years) 71 0 - 3 28 1 29 1 31 4 32 1 34 4 36 2 37 1 38 1 39 3 40 7 42 2 43 3 45 2 47 4 48 3 49 3 50 4 52 1 55 3 56 4 58 1 64 1 67 1 70 1 70+ 1 Father (46) & Son (26) 2 Father (49) & Son (29) 2 Father (55) & Son (35) 2 Father: 61 & Son: 29 3 Estimated education of the Director (School, BA, MBA, Masters, other) 86 0 - 6 B.Com 18 Diploma in Textile Engineering 9 Diploma(Textiles) 11 Graduate(CA) 3 MBA (Post Graduate) 1 MBA (Postgraduate ) 4 MBA (Postgraduate) 6 School 18 Siddharth (MBA) 1 Under Graduate 9 Language of the interview 88 0 English 60 English/ Hindi 3 Hindi 25 Balanced panel or not 136 0 0 4 0 4 2 20 3 12 4 100 Plant id 136 0 1 34 Firm id 136 0 1 17 1 12 2 4 3 4 4 12 5 4 6 8 7 8 8 4 9 12 10 4 11 16 12 4 13 8 14 4 15 12 16 8 17 12 treatment m_management 28 0 0.256 0.623 control m_management 28 0 0.284 0.449 non_treatment m_management 28 0 0.261 0.47 Months after the diagnostic phase 28 0 -14 40 non_control m_management 28 0 0.279 0.333 dltfp 4522 0 -0.113 0.794 Year 4522 0 2008 2017 2008 1064 2011 1178 2014 1140 2017 1140 Question 4522 0 1 38 Adopt 4428 94 0 1 0 2522 1 1906 Sysmiss 94 management score 4522 0 0.0789 0.895 Reason 2321 0 0 4 External Factor/ Other Reason 11 External Learnings / Other Reasons 28 External factors 4 External learnings/ Other Reasons 72 Horizontal Deployment from Mother Plant 56 Incorrect Information 44 Incorrect Information on profitability 12 Incorrect information 314 Incorrect information of profitability 28 Incorrect information on profitability 988 Lack of Directors Bandwidth & Priority 24 Lack of Director’s bandwidth or priority 120 Lack of Incentivization/Focus - Plant Manager/Key Personnel 28 Lack of information 100 Limited Incentive / Authority 12 Limited Incentives/Authority 16 Limited incentive/authority 56 Low ability/procrastination 4 Low ability/procrastination of owner 336 New Information from New Manager 4 New information from New Manager 4 New information from new manager 4 Not profit maximising 12 Others 4 Shift in Directors Priority & Focus 4 Spillover from other participating firms 4 incorrect information 28 Treatment indicator 4522 0 0 1 0 1368 1 3154 Experimental indicator 4522 0 0 1 0 1710 1 2812 Is the Director the same as 5 years ago? (Yes/ No) 2204 2318 0 1 0 76 1 2128 Sysmiss 2318 Factory Manager tenure 3724 798 0.1 30 Balanced panel indicator 4522 0 2 4 2 380 3 342 4 3800 Common 4522 0 0 1 0 3332 1 1190 Uncommon 4522 0 0 1 0 3927 1 595 Frequency of adoption in 2008 (pre intervention) 4522 0 0 0.964 group(plant question) 4522 0 1 1254 Net change in practice adoption 1970 2552 -1 1 -1 176 0 1557 1 237 Sysmiss 2552 Change in management 2014 2508 -0.434 0.5 New plant manager 4522 0 0 1 0 2128 1 2394 tag(plant year) 4522 0 0 1 0 4403 1 119 New plant manager in treatment plant 4522 0 0 1 0 2812 1 1710 New plant manager in control plant 4522 0 0 1 0 3838 1 684 tag(plant year) 4522 0 0 1 0 4403 1 119 2011 Management score 4522 0 0 0.895 plantid 4522 0 1 33 Firm id 4522 0 1 17 1 380 2 152 3 152 4 304 5 76 6 304 7 266 8 152 9 418 10 152 11 570 12 152 13 304 14 152 15 380 16 228 17 380 dltfp 4522 0 -0.113 0.794 Year 4522 0 2008 2017 2008 1064 2011 1178 2014 1140 2017 1140 Question 4522 0 1 38 Adopt 4428 94 0 1 0 2522 0.5 34 1 1872 Sysmiss 94 management score 4522 0 0.0789 0.895 Reason 2321 0 0 4 External Factor/ Other Reason 11 External Learnings / Other Reasons 28 External factors 4 External learnings/ Other Reasons 72 Horizontal Deployment from Mother Plant 56 Incorrect Information 44 Incorrect Information on profitability 12 Incorrect information 314 Incorrect information of profitability 28 Incorrect information on profitability 988 Lack of Directors Bandwidth & Priority 24 Lack of Director’s bandwidth or priority 120 Lack of Incentivization/Focus - Plant Manager/Key Personnel 28 Lack of information 100 Limited Incentive / Authority 12 Limited Incentives/Authority 16 Limited incentive/authority 56 Low ability/procrastination 4 Low ability/procrastination of owner 336 New Information from New Manager 4 New information from New Manager 4 New information from new manager 4 Not profit maximising 12 Others 4 Shift in Directors Priority & Focus 4 Spillover from other participating firms 4 incorrect information 28 Treatment indicator 4522 0 0 1 0 1368 1 3154 Experimental indicator 4522 0 0 1 0 1710 1 2812 Is the Director the same as 5 years ago? (Yes/ No) 2204 2318 0 1 0 76 1 2128 Sysmiss 2318 Factory Manager tenure 3724 798 0.1 30 Balanced panel indicator 4522 0 2 4 2 380 3 342 4 3800 Common 4522 0 0 1 0 3332 1 1190 Uncommon 4522 0 0 1 0 3927 1 595 Frequency 4522 0 0 0.964 plantid 4522 0 1 33 Firm id 4522 0 1 17 1 380 2 152 3 152 4 304 5 76 6 304 7 266 8 152 9 418 10 152 11 570 12 152 13 304 14 152 15 380 16 228 17 380