Economic impact of e20 F. Biagi Tech4i2Kasia Szkuta
Presentation given at the "Enterprise 2.0 in Europe" workshop where the results of the interim report of the “Enterprise 2.0 study were presented and discussed with experts. Economic impact of e20 F Biagi Tech4i2
Brussels, 14th of September 2010
Economic impact of e20 F. Biagi Tech4i2Kasia Szkuta
Presentation given at the "Enterprise 2.0 in Europe" workshop where the results of the interim report of the “Enterprise 2.0 study were presented and discussed with experts. Economic impact of e20 F Biagi Tech4i2
Brussels, 14th of September 2010
Institutional arrangements to promote productivity_Jackson De Toni_Productivi...Structuralpolicyanalysis
"Institutional arrangements to promote productivity" by Jackson De Toni, Global Dialogue on the Future of Productivity: Towards an OECD Productivity Network, 6-7 July 2015, Mexico.
Examples of Modelling & Forecasting - Andrew Jamieson, Andrew HermannAndy Dunne
ARO Break Out Group 2 / Modelling & Forecasting - East of England Forecasting Model and West Midlands IPM. These presentations were given on Wednesday 27th January 2010.
Ο απολογισμός των δράσεων ήταν θετικός.
Τα παιδιά οικοδόμησαν γνώσεις πάνω στα οικολογικά θέματα, ενώ ανέπτυξαν σχετικές δεξιότητες και υιοθέτησαν στάσεις φιλικές προς αυτά.
Οι δράσεις υλοποιήθηκαν χωρίς ιδιαίτερες δυσκολίες, με βάση τον αρχικό, καλά σχεδιασμένο προγραμματισμό.
Το σχολείο απέκτησε επιπλέον εμπειρία στις οικολογικές δράσεις και θα συνεχίσει να συμβάλει στην διαμόρφωση των αυριανών ενεργών και περιβαλλοντικά εγγράμματων πολιτών
Institutional arrangements to promote productivity_Jackson De Toni_Productivi...Structuralpolicyanalysis
"Institutional arrangements to promote productivity" by Jackson De Toni, Global Dialogue on the Future of Productivity: Towards an OECD Productivity Network, 6-7 July 2015, Mexico.
Examples of Modelling & Forecasting - Andrew Jamieson, Andrew HermannAndy Dunne
ARO Break Out Group 2 / Modelling & Forecasting - East of England Forecasting Model and West Midlands IPM. These presentations were given on Wednesday 27th January 2010.
Ο απολογισμός των δράσεων ήταν θετικός.
Τα παιδιά οικοδόμησαν γνώσεις πάνω στα οικολογικά θέματα, ενώ ανέπτυξαν σχετικές δεξιότητες και υιοθέτησαν στάσεις φιλικές προς αυτά.
Οι δράσεις υλοποιήθηκαν χωρίς ιδιαίτερες δυσκολίες, με βάση τον αρχικό, καλά σχεδιασμένο προγραμματισμό.
Το σχολείο απέκτησε επιπλέον εμπειρία στις οικολογικές δράσεις και θα συνεχίσει να συμβάλει στην διαμόρφωση των αυριανών ενεργών και περιβαλλοντικά εγγράμματων πολιτών
ΔΙΑΤΡΟΦΙΚΗ ΔΙΑΧΕΙΡΙΣΗ: Οι μαθητές μας προτείνουν συνταγές με βάση το ελαιόλαδο, βασιμένοι στην αξία της μεσογειακής διατροφής, οικειοποιούμενοι ταυτόχρονα τις ευρωπαικές οδηγίες για την ορθή επιλογή του κατάλληλου ελαιόλαδου.
Ο παραδοσιακός κώδικας για την αξία του ελαιόλαδου, επαληθεύεται, ολοκληρώνεται και προάγεται μέσω της ευρωπαικής οδηγίας. . Ουσιαστικά φαίνεται η γνώση των μαθητών μας να μετουσιώνεται σε στάση ζωής.
Οι μαθητές μας και οι οικογένειες τους μπορούν να συμβουλευτούν τον παραπάνω κατάλογο από την ιστοσελίδα του σχολείου μας.
Webinar Développez votre E-Commerce avec FacebookEffinity
Facebook s'appuie sur son audience fortement engagée pour lancer de nouvelles solutions publicitaires. Nos principaux annonceurs ne s'y sont pas trompés et les ont adoptées avec succès pour développer leur visibilité, leur génération de leads et leurs ventes.
Alors comment être et rester performant sur ces leviers qui évoluent en permanence ?
Nous partagerons dans cette session notre vision globale, les outils et méthodes que nous avons créés spécifiquement pour Facebook. Bénéficiez de retours d'expérience de nos clients et des conseils de nos experts.
Vous découvrirez comment :
1) Remarketer vos audiences avec les Facebook Dynamic Product Ads
2) Gérer vos audiences - CRM, lookalike...
3) Séduire de nouveaux clients en faisant la promotion de vos contenus avec Facebook Ads
Apresentação da Defesa de Mestrado em Comunicação na USCS - Universidade Municipal de São Caetano do Sul -SP, para o GENN/ECA/ABERJE - Grupo de Estudos de Novas Narrativas, grupo de pesquisa vinculado à ECA-USP e à Aberje.
F. Nucci, C. Puccioni, O. Ricchi, 30 Novembre - 1 Dicembre 2021 -
Webinar: I cambiamenti strutturali: imprese, digitalizzazione, produttività, cultura e turismo
Titolo: Digital technologies and productivity: a firm-level investigation for Italy
The present study analyzes the relationship between ICT investments and productivity
in the Colombian manufacturing industry. It uses information from the second Survey
of Development and Technological Innovation (Encuesta de Desarrollo e Innovación
Tecnológica - EDIT) performed in 2005. The EDIT survey asks about investment
decisions on innovation and technological development, amounts invested, reasons
for investing, occupation level and quality of employed personnel, financing
mechanisms and loan commitments, effect of innovation, among others. Due to
the fact that the EDIT did not pose questions on firm performance variables, we
use complementary data from the Annual Manufacturing Survey (Encuesta Anual
Manufacturera - EAM) of 2004.
it & Economic Performance a Critical Review of the Empirical DataWaqas Tariq
The present study undertakes a critical review of the research around the multi-significant issue of the correlation between the IT investments and the economic performance to both micro and macroeconomic level. The aim of this study is to shed light on the interaction of IT with the economy, at corporate, industry and national level and document it¢ s contribution to productivity and therefore to economic growth. My conclusion is that there is a positive effect of IT investments to both the above economic indicators in all aspects, but is something that needs further research so as to find a more clear and risk adjusted relation.
Prove It - The Disciplines of Harvesting Value from Public Sector Information...NIC Inc | EGOV
A white paper that redefines the mission of government IT, performance measurements, and using technology to more effectively serve constituents -- including the benefits of the self-funded model for delivering eGovernment services.
Presenting the results of the 4th annual CIONET IT Trends, based on +2500 global responses, of which +800 European.
The study shows that, overall, IT is becoming more strategic and business focused. It appears that organizations are becoming more digitized with their focus shifting away from tactical and organizational IT issues like efficiency, service delivery, and cost reduction to more strategic and organizational priorities like business agility, innovation, the velocity change in the organization, IT time to market, and the value of IT to the business. Some suggest that IT is the business. Time will tell if this is a widespread trend, but it is here now among global and European organizations, and it is confirmed by a corresponding shift in how CIOs are spending their time.
Analytics/Business Intelligence (A/BI) remains in first place as the largest IT investment, a ranking it has held for six years straight. It has ranked in the top three since 2003, when it was first added to the list. A/BI was selected by 801 organizations
Comprehensive Report:
Published by the Finnish Information Processing Association, the yearly IT Barometer charts the importance of IT to Finnish organizations. In the IT Barometer, we study Finnish IT and business management’s views on how IT is utilized in their organizations, how IT produces value for their business, and what factors and competences are seen to contribute to future success.
This is the fourth IT Barometer and during these four years, we have seen dramatic changes in IT and the role of IT in Finnish companies. During these four years, we have gone through one downturn and we are now potentially entering another. During 2009, 2010 and 2011, we have monitored the effect that the general economic trend has on IT and perceptions on IT. During these four years, we also have seen the rise of consumerization, including social media services and a new class of smart phones and tablet computers. IT has also undergone a process of consumerization – new services and devices now first come to consumer markets and move from there to corporate use – oftentimes after years of delay.
IT governance in the public sector: a conceptual modelRiri Kusumarani
IT governance in the public sector: a conceptual model
Tonelli, Adriano Olímpio, et al. "It governance in the public sector: a conceptual model." Information Systems Frontiers (2015): 1-18.
Explore some of the biggest takeaways from our, “2020 Insight Intelligent Technology™ Index: The Impact of COVID-19 on Public Sector Organizational Readiness” report. You’ll learn how prepared public sector agencies felt when they first started adapting to the changes brought on by the pandemic — and how they’re preparing for a new way forward.
More: http://ms.spr.ly/6006TaHGp
Expert workshop on the creation and uses of combined environmental and economic performance datasets at the micro-level - 10-11 July 2018 - OECD, Paris
Expert workshop on the creation and uses of combined environmental and economic performance datasets at the micro-level - 10-11 July 2018 - OECD, Paris
Expert workshop on the creation and uses of combined environmental and economic performance datasets at the micro-level - 10-11 July 2018 - OECD, Paris
Expert workshop on the creation and uses of combined environmental and economic performance datasets at the micro-level - 10-11 July 2018 - OECD, Paris
Understanding how timely GST payments influence a lender's decision to approve loans, this topic explores the correlation between GST compliance and creditworthiness. It highlights how consistent GST payments can enhance a business's financial credibility, potentially leading to higher chances of loan approval.
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BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
What website can I sell pi coins securely.DOT TECH
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But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the what'sapp contact of my personal pi merchant to trade with.
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2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
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There is no set date for when Pi coins will enter the market.
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This presentation poster infographic delves into the multifaceted impacts of globalization through the lens of Nike, a prominent global brand. It explores how globalization has reshaped Nike's supply chain, marketing strategies, and cultural influence worldwide, examining both the benefits and challenges associated with its global expansion.
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Nike Supply Chain
Globalization of Nike
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Rubber Materials Nike
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Cotton in Nike Apparel
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STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
4. REAL GDP Labor Capital TFP
Source: EU KLEMS, Fedea McKinsey 2009
Contribution to GDP
3,6%
2,2%
3,1%
2,3%
0,6%
0,9%
1,9%
1,2%
1,5%
-0,7%
0,4%
1,2%
1 FOR EU 1995 – 2005 and only : AUT, BEL, DNK, ESP, FIN, FRA, GER, ITA, NLD & UK
= + +
Spain: Growth Without Productivity
Average Annual Growth. 1995 – 2007
5. Why? Italy´s case, Pellegrino & Zingales 2014
Usual Suspects:
• Low tech sectors, NO! Mix predicts higher growth
•Govt efficiency, HK growth? Sectoral correlations wrong After all, true in 50s, 60s! Things that changed: Euro?/China?: though trade balance
• But no correlation between trade and productivity developments
• In fact more exposed sectors grow faster
6. Why? two arguments
I.Size matters for ICT adoption And size dependent regulations distort European FSD (Garicano, Lelarge, Van Reenen, 2014) II. The impact of IT on productivity is crucially mediated by management (1) Receiving the benefits of technology requires org change Will show a striking example: police and crime (Garicano Heaton 2010) (2) Will argue such org change is often subtle and unexpected, and depends on type Will show using data from Bloom and Van Reenen merged with ICT data (Bloom, Garicano, Sadun and Van Reenen, Forthcoming)
7. I. Size matters for ICT adoption
Tambe and Hitt (2012) show that returns for large firms are larger than for medium firms and that they improve over a larger period
Giuri et al (2008): in Italian firms, complementarties between organization, ICT and skills only there for larger firms
8. And size is distorted for European firms
Criscuolo, Gal, Menon, 2014
9. Due to size related regulation: France
Source: Garicano, Lelarge, Van Reenen, 2014
10. Why? two arguments
I.Size matters for ICT adoption And size dependent regulations distort European FSD (Garicano, Lelarge, Van Reenen, 2014) II. The impact of IT on productivity is crucially mediated by management (1) Receiving the benefits of technology requires org change Will show a striking example: police and crime (Garicano Heaton 2010) (2) Will argue such org change is often subtle and unexpected, and depends on type Will show using data from Bloom and Van Reenen merged with ICT data (Bloom, Garicano, Sadun and Van Reenen, Forthcoming)
11. II. Management practices matter for Italy
Why do Americans do IT better (Bloom et al. (2012) )? MANAGEMENT!
•management practices discussed by NB just before are complementary to IT capital and
•US firms employ such practices
Pellegrino and Zingales (2014)
•Management practices are key
•Using firm level data: a system of managerial selection based on cronysm reduces firm’s ability to adapt ICT
Bugamelli and Pagano (2004)
•In Italy,“the marginal product excess over the user cost is due to those firms that did not complement their ICT investment with an increase in the human capital of their labor force and with a reorganization of the workplace.”
12. (1). Productivity benefits of IT depend on ORG: older precedents
Bresnahan, Brynjolfsson, and Hittt (2002):
•Productivity of IT is higher if firms decentralized
•Also higher high-skill labor
Black and Lynch (2001):
•US plant productivity higher when non managers use computers
•And are more educated
Bartel, Ichniowski, and Shaw (2007)
• Valves: IT changes product mix (towards customized, short runs)
•Required change in skills, org, hr
13. Garicano and Heaton (JLabEcon, 2010)
Impact of IT in a public sector environment: police
did the ICT revolution in policing have anything to do with huge drops in crime? (big increase in productivity in the public sector)
What was the role of managerial changes in facilitating/encouraging the change?
14. Data: Law Enforcement Management and Administrative Statistics (LEMAS)
Triennial survey of law enforcement agencies in the United States, years 1987-2003.
Period of large IT expansion: In 1987, fewer than 20% any computer, not designed as a longitudinal survey, but broad coverage
Questions:
variety of police operations, equipment usage, agency structure and functions, administrative policies compensation
Variety of IT use
Merged with arrest and offense data from the FBI's Uniform Crime Reports (UCR)
And census place level demographic data (where possible)
15.
16. IT and Policing: Basic Specifications
–OLS regressions
– separately report specifications including year, agency, and agency and year fixed effects.
– In all regressions we attempt to control for other relevant factors that may affect our outcomes of interest
–interpret our coefficients as measures of the effect of IT on the outcomes of interest.
• interpretation appropriate if differential acquisition of information technology is driven by factors exogenous to the agency (e.g. variations in the cost of technology over time and place)
19. Effectiveness?: results
A puzzle:
– IT adoption grew
– But no detectable change in clearance
– and INCREASE in crime rates with IT!
20. Solutions to puzzle?
(1) IT increases recorded crime
or
(2) IT by itself just doesn’t cut it
complementarities with organizational innovation
21. (1) IT increases recorded crime?
YES!
Use variable “computer used for record keeping?”
Analysis shows indeed this “increases” petty crime
think of a bike stolen
But puzzle remains for severe crimes
22. (2) Complementarities: Compstat
Introduced by the New York Police Department in 1994 by Commissioner William Bratton.
•the real time mapping of crime by time and place
•(notorious) early morning meetings
Weisburd:
(1)statement of the measurable goals of the department;
(2)internal accountability, particulary through Compstat meetings
(3)geographic organization of command-- district commanders have authority and resources to accomplish their goals over their areas;
(4)empowerment of middle managers;
(5)data driven problem identification and assessment;
(6) innovative problem solving tactics.
24. Compstat: our data
(1) use of information technology for crime data collection and analysis (5 above)
(2) a problem-solving paradigm (6 above)
(3) use of feedback for priority-setting and evaluation (relating to 1, 2, and 5 above) and
(4) a geographic-based deployment structure (3 above).
(5) high skilled department
26. Does management matter to technology adoption?
Yes: IT works when together with management
• substantial decreases in crime and
•more crimes cleared
Goes in similar direction of findings in e.g. education (it is not about the laptop), and other fields
27. II. So, precisely, what organizational changes?
Should we expect IT to be always complementary to decentralization?
ICT has two different effects:
a) Reduces information costs (the IT part)
b) Reduces communication costs (the CT part)
28. Do information and communication technology have different impact on tasks and organization?
Bloom, Garicano, Sadun, Van Reenen (Management Science, forthcoming)
Theory: A theory (from Garicano, JPE 2000) to distinguish the impact of information technology and communication technology on firm organization
•Information technology increases decentralization & spans
• Communication technology reduces decentralization
Empirics: Combine two new international firm-level datasets on organizations and ICT hardware and software to test the theory
- Results for IT and CT match the theory
- Magnitude: change in autonomy associated with IT growth over time similar to that for growth in US education levels over time
29. 29
Theory
Data (IT and Organizations)
OLS Results
IV & Robustness
Conclusion
30. 30
Manager
ILLUSTRATE THE MODEL WITH A SIMPLE FIRM HIERARCHY
Workers
Span of control: number of workers reporting to manager
Worker autonomy: low if managers take most decisions; high if workers take most decisions
31. 31
HOW DO FIRMS DETERMINE THEIR HIERARCIES?
• Firms face tasks in the interval [0,1] distributed according to
density function f(z)
• In order to solve problems, the firm needs to train each
worker at a training cost a (information “acquisition”)
• Asking the manager entails a communication cost h
(“helping” cost), subject to the managers total time constraint
• So the optimal organization will balance of training and
helping costs, with z0 decreasing in “a” and increasing in “h”
0 1
z0
Delegated Tasks (Worker) Centralized Tasks (Manager)
Routine Non-routine
32. 32
WHAT ABOUT THE IMPACT OF ICT ON HIERACHIES?
The model has clear predictions for information technologies (IT) and communication technologies (CT) on firm organization
IT will reduce information acquisition costs (a), leading to an:
•Increase in z0 (decentralization) as workers can tackle more tasks
•Increase in s (the span of control) as workers ask less questions so that managers can direct more people CT will reduce communication costs (h), leading to:
•A reduction in z0 (centralization) as cheaper to ask for help
•An ambiguous impact on the span of control, as more questions are asked but each takes less time to ask
35. 35
Theory
Data – IT
Data - Organizations
OLS Results
IV & Robustness
Conclusion
36. 36
ICT DATA IS FROM HARTE HANKS INTERNATIONAL
•Harte Hanks runs an annual ICT survey across Europe and the US, on all establishments in firms with >=100 employees
•Collecting data using same methodology since 1996 (use 2001-2006) and sold commercially so “market tested”
•As a result increasingly widely used in IT studies (Bresnahan, Brynjolfsson and Hitt, 2002; Beaudry, Doms and Lewis, 2006; Forman, Goldfarb & Greenstein, 2007 etc)
37. 37
MEASURING COMMUNICATION TECHNOLOGY (FOR WORKERS AND MANAGERS)
•NETWORK defined as the presence of leased lines which are the standard way for businesses to connect offices and production sites to transmit data and voice.
•Alternative measure is LAN/WAN presence
38. 38
MEASURING INFORMATION TECHNOLOGY (FOR WORKERS)
•CADCAM software assists engineers and machinists in manufacturing or prototyping product components. Important in all phases of production (roughing, finishing, contour milling) and allows workers and plants to design and produce products without centralized engineering input.
39. 39
MEASURING INFORMATION TECHNOLOGY (FOR MANAGERS)
•Enterprise Resource Planning (ERP) provides real-time production, stock, quality, sales, HR etc.
•ERP potentially also helps communication, so we ran another survey to evaluate this and found ERP primarily increased information, although some additional communication role
40. 40
Theory
Data – IT
Data - Organizations
OLS Results
IV & Robustness
Conclusion
43. 43
CADCAM
0.540**
0.535**
Information technology
(0.275)
(0.274)
NETWORK
-0.229
-0.226
Communication technology
(0.178)
(0.180)
Percentage College
0.523**
0.529**
0.529**
(0.116)
(0.116)
(0.116)
ln(PC/Employee)
-0.004
0.025
0.010
(0.108)
(0.108)
(0.109)
TABLE 4: WORKER AUTONOMY
Notes: Probit, dependent variable worker more control over production decisions that managers. Same controls as plant manager autonomy (industry & country dummies, 687 firms, noise Controls, CEO onsite dummy, firm & plant size, domestic MNE).
44. 44
CADCAM
0.153**
0.155**
Information technology
(0.076)
(0.076)
NETWORK
0.051
0.053
Communication technology
(0.043)
(0.043)
Percentage College
0.056**
0.058**
0.056**
(0.023)
(0.023)
(0.023)
ln(PC/Employee)
0.013
0.012
0.011
(0.024)
(0.024)
(0.024)
Notes: OLS, dependent variable is ln(SPAN). Same controls as for autonomy (industry & country dummies, 859 firms, noise controls, CEO onsite, plant size, MNE).
TABLE 5: PLANT MANAGER SPAN OF CONTROL
45. OTHERS ROBUSTNESS (TABLES 8, 9 & 11)
Confirm the full set of 9 parameter sign predictions hold
Check results on CEO span
Confirm robustness to:
–Regional Dummies (local culture/institutions)
–Product market competition
–Other firm controls: capital intensity, productivity, age, wages, global size, public listing, management etc.
–Different ICT measures (e.g. LAN/WAN)
–Different organizations measures (PCF)
–Dropping firm size, multinationals and skills controls
45
46. Conclusion
•ICT slow adoption may be partly due to distorted FSD, too many small firms
•And to inadequate management practices
•Information technology adoption impact on productivity when organizations change to adapt to it
Absent such change may not even find any impact
•Organizational Change is non trivial
Information technology decentralizes-empowers
Communication technology centralizes
•“ Bad” management practices may go a long way towards explaining European productivity slowdown
46