Imran Rasul, Daniel Rogger, 19 November 2013

Around the world, civil service reform is viewed as necessary to deliver public services effectively and to foster development. However, evidence is thin on how the management of bureaucrats affects the provision of public services. This column presents new evidence from Nigeria linking completion rates of government projects to bureaucractic management practices. Greater autonomy is associated with higher completion rates, whereas performance monitoring and incentive schemes seem to backfire. The most effective private-sector management practices may not be suited to public sector bureaucracies.

John McCormack, Carol Propper, Sarah Smith, 07 November 2013

The conventional wisdom is that managing academics is futile. This column challenges this view by comparing management performance in UK universities with measures of research and teaching quality. Universities with better management have better performance. This holds for all types of universities, and the results are not driven by differences in resources. Recruitment, retention, and promotion are the most important aspects of management in universities, but management at the level of academic departments – not human resources departments – is what matters.

Alex Bryson, 21 October 2011

A growing body of evidence indicates that certain modern management practices increase firm profitability. What remains largely unknown is their effect on workers’ wellbeing. This column uses data from Finland and suggests high-involvement management – that is, engaging workers more fully in their jobs – is associated with higher job satisfaction, non-tiredness, and a lower probability of accident.

Andrea Prat, Oriana Bandiera, Luigi Guiso, Raffaella Sadun, 28 May 2011

What do CEOs get up to all day? Most accounts are based on surprisingly small samples. A new study of how CEOs allocate their time yields some surprising results.

Anne Murphy, 22 May 2011

Working 9 to 5, Monday to Friday is the typical grind in Anglo-Saxon economies. In some professions, longer hours and low pay for junior workers is justified by the end reward of much better pay and a better work-life balance as they gain seniority. This column examines the workings of the Bank of England in 1783 to show the beginnings of this working culture.

Nicholas Bloom, Aprajit Mahajan, David McKenzie, John Roberts, 13 April 2011

“The Office”, a popular British television programme, has been shown in more than 50 countries. Its international appeal likely stems from its universal theme: managerial incompetence. This column looks at the case of India and shows how the poor management of its companies is holding the country back.

Chad Syverson, 25 June 2010

This column summarises a wealth of literature that tries to understand what determines productivity, which is often referred to as a measure of our ignorance. It concludes with a call for more data – including currently unmeasured aspects of business’s production practices such as producer-level prices. While collecting more data is costly, this column argues that there is much to be gained in exchange.

John Van Reenen, 05 March 2010

How important are management practices in driving the performance of firms and the productivity of nations across Asia, Europe and North America? John Van Reenen, director of the Centre for Economic Performance (CEP) at the London School of Economics, talks to Romesh Vaitilingam about CEP’s research programme on the economics of management and productivity. The interview was recorded in London in February 2010.

Evren Örs, Frédéric Palomino, Eloïc Peyrache, 21 July 2008

What causes the persistent gender gap among high-income earners? Using entrance exams from an elite French university, this column suggests that part of the explanation may lie in gender differences in performing under competitive pressure.

Nicholas Bloom, Raffaella Sadun, John Van Reenen, 12 July 2007

US firms typically have better management practices than their European counterparts. This ‘management gap’ has a direct impact on productivity differences. Policies on competition, labour market flexibility and education are key to closing the gap.

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