- The document discusses two papers that use rigorous empirical analysis to examine the effects of managerial training programs and technology/knowledge transfers on firm performance.
- The studies find that such interventions can significantly improve outcomes like productivity, especially when they promote complementarities between upgraded managerial practices and investments in skills or new technologies.
- They illustrate how public policy can effectively support catching up by leveraging these complementarities through knowledge diffusion across firms.
Marco Manzo and Alessandro Modica - Finance Dept. - Italy
Giancarlo Infantino - Treasury Dept. - Italy, OECD Global Forum on Productivity – October UK Workshop - London, 14 October 2016
Driving Productivity Growth: The Importance of Firm-Specific Knowledge AssetsStructuralpolicyanalysis
Rebecca Riley National Institute of Economic and Social Research & LLAKES, OECD Global Forum on Productivity UK Workshop, HM Treasury, London 14 October 2016
Marco Manzo and Alessandro Modica - Finance Dept. - Italy
Giancarlo Infantino - Treasury Dept. - Italy, OECD Global Forum on Productivity – October UK Workshop - London, 14 October 2016
Driving Productivity Growth: The Importance of Firm-Specific Knowledge AssetsStructuralpolicyanalysis
Rebecca Riley National Institute of Economic and Social Research & LLAKES, OECD Global Forum on Productivity UK Workshop, HM Treasury, London 14 October 2016
Productivity and public sector performance - Christian Kastrop, OECD SecretariatOECD Governance
Presentation by Christian Kastrop, OECD Secretariat, at the 11th annual meeting of the OECD Senior Budget Officials Performance and Results network, Paris, 26-27 November 2015.
Presentation by Christian Kastrop on 'Productivity and Public Sector Performa...OECD Governance
This presentation by Christian Kastrop, Director, Policy Studies Branch, Economics Department, OECD, was made at the joint meeting of the Senior Budget Official Performance and Results Network and the Public Employment and Management Expert meeting on 26 November 2015. For further information, please see http://www.oecd.org/gov/pem/.
An Assessment of Project Portfolio Management Techniques on Product and Servi...iosrjce
The crises of product and service innovation in most organisations due to global competition and
the need for scientific research in the project portfolio management discipline were factors that motivated this
research. The purpose of this study is to investigate how project portfolio management(ppm) contributes to
product and service innovation. A questionnaire was developed to gather data to compare the PPM methods
used, PPM performance and resulting new product success measures in sixty Nigeria organisations in a diverse
range of service and manufacturing industries. The study findings indicated that PPM practices have a greater
impact in the new product and services success rate. Also, business strategy method result in better alignment
of the projects in the portfolio. This conclusion is supported by the 0.630 Pearson correlations at 0.000
significance between percentage of successful products and PPM performance level. The results reveal that for
better innovation outcomes, management should place a priority on developing and improving PPM.
This presentation by Chiara Criscuolo, Head of Division Productivity Innovation and Entrepreneurship Division, Science Technology, and Innovation Directorate, was made during the discussion “The Relationship between Competition and Innovation” held at the 140th meeting of the OECD Competition Committee on the 14th of June 2023. More papers and presentations on the topic can be found out at oe.cd/rbci.
This presentation was uploaded with the author’s consent.
#KPMG Manufacturing outlook 2014. #SCM transparency, cost insight and supply chain integration is main focus for global manufacturers. Development of S&OP will help to achieve these goals.
The link between business dynamism and productivity - Sara CalligarisOECD CFE
Presentation by Sara Calligaris, Economist, Productivity, Innovation and Entrepreneurship Division, OECD at the 17th OECD Spatial Productivity Lab webinar held on 14 September 2022.
More info https://oe.cd/spl
University-Industry-Government Partnership model integrated into Regional Economic Development framework for research universities in the Mid-Atlantic.
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
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
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
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 telegram contact of my personal pi merchant to trade with.
Tele-gram.
@Pi_vendor_247
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the contact information for my personal pi vendor.
Telegram: @Pi_vendor_247
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the telegram id of my personal pi merchant who i trade pi with.
Tele gram: @Pi_vendor_247
#pi #sell #nigeria #pinetwork #picoins #sellpi #Nigerian #tradepi #pinetworkcoins #sellmypi
how to sell pi coins on Bitmart crypto exchangeDOT TECH
Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
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Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
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The financial system of a country is an important tool for economic development of the country, as it helps in creation of wealth by linking savings with investments.
It facilitates the flow of funds form the households (savers) to business firms (investors) to aid in wealth creation and development of both the parties
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
how can i use my minded pi coins I need some funds.DOT TECH
If you are interested in selling your pi coins, i have a verified pi merchant, who buys pi coins and resell them to exchanges looking forward to hold till mainnet launch.
Because the core team has announced that pi network will not be doing any pre-sale. The only way exchanges like huobi, bitmart and hotbit can get pi is by buying from miners.
Now a merchant stands in between these exchanges and the miners. As a link to make transactions smooth. Because right now in the enclosed mainnet you can't sell pi coins your self. You need the help of a merchant,
i will leave the telegram contact of my personal pi merchant below. 👇 I and my friends has traded more than 3000pi coins with him successfully.
@Pi_vendor_247
Resume
• Real GDP growth slowed down due to problems with access to electricity caused by the destruction of manoeuvrable electricity generation by Russian drones and missiles.
• Exports and imports continued growing due to better logistics through the Ukrainian sea corridor and road. Polish farmers and drivers stopped blocking borders at the end of April.
• In April, both the Tax and Customs Services over-executed the revenue plan. Moreover, the NBU transferred twice the planned profit to the budget.
• The European side approved the Ukraine Plan, which the government adopted to determine indicators for the Ukraine Facility. That approval will allow Ukraine to receive a EUR 1.9 bn loan from the EU in May. At the same time, the EU provided Ukraine with a EUR 1.5 bn loan in April, as the government fulfilled five indicators under the Ukraine Plan.
• The USA has finally approved an aid package for Ukraine, which includes USD 7.8 bn of budget support; however, the conditions and timing of the assistance are still unknown.
• As in March, annual consumer inflation amounted to 3.2% yoy in April.
• At the April monetary policy meeting, the NBU again reduced the key policy rate from 14.5% to 13.5% per annum.
• Over the past four weeks, the hryvnia exchange rate has stabilized in the UAH 39-40 per USD range.
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.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the telegram contact of my personal pi vendor to trade with.
@Pi_vendor_247
how can I sell pi coins after successfully completing KYCDOT TECH
Pi coins is not launched yet in any exchange 💱 this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAY you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
#kyc #mainnet #picoins #pi #sellpi #piwallet
#pinetwork
how can I sell pi coins after successfully completing KYC
HUMAN CAPABILITIES – MANAGERIAL CAPITAL, ORGANISATIONAL PRACTICES AND MOBILITY
1. SESSION 4
HUMAN CAPABILITIES – MANAGERIAL CAPITAL,
ORGANISATIONAL PRACTICES AND MOBILITY
Discussion by
Giuseppe Nicoletti, OECD
Conference of the Global Forum on Productivity
Keeping pace with technological change: the role
of capabilities and dynamism
Sydney, 20-21 June, 2019
2. General remarks
• Excellent and very complementary papers – econometrics at its best, huge data work
• Event studies, with similar identification assumptions
– Treated firms randomly receiving US government support are observationally equivalent to other firms (control group)
and would have behaved identically in the absence of the program
– Treated firms randomly chosen as suppliers to MNEs are observationally equivalent to other firms (control group) and
would have behaved identically if they had not reached a MNE buyer
• Relevant for understanding catch up mechanisms (not only in developing economies) and the role of
intangibles
• Illustrate key complementarities for productivity outcomes:
– Between structural change (tech progress or globalisation) and organisational capital (managerial, branding,
reputation, skills)
– Among different intangible investments (managerial, skills)
• Exemplify ways in which policy can be effective in leveraging on these complementarities
• Studies differ in way in which the validity of the basic identification assumptions are tested – could
learn from each other!
3. Complementarities are key for productivity
• Role of management and skills also at core of current OECD work –
Human Side of Productivity, Going Digital
• Central message: various kinds of complementarities are key for reaping
benefits of globalisation and digitalisation
• And missing complementarities can be key to understand the “modern
productivity paradox”
• We highlight skill shortages, slowly adjusting institutions and plateauing
GVCs, with a laggards’ vicious circle that slows down aggregate
productivity gains
4. “Not all management training is created equal”,
Michela Giorcelli
• Very compelling historical study
– US WWII “Training Within Industry” programme used to gauge the effects of different managerial training/practices on firm
performance
• Clever ways around endogeneity and selection bias ensure causality
– random effects of constraints and failures in programme implementation generate variability needed for identification
– firms that applied in the same year randomly given training within homogeneous subdistricts, the extent and nature of
training randomly differing across treated firms
• Battery of tests to prove randomness and observational equivalence pre-treatment
– lack of predictive power of firm characteristics on type of treatment and of year of application
– similarity of pre-treatment firm characteristics and performance trends
– use of survey data to unveil/confirm mechanisms (specific training matters, not generic exposure to consultants)
• Main results
– firms receiving training improved performance, more so for HR training relative to inventory management or floor operations
– performance of firms receiving both HR and another form of training improved by more (but no complementarity among
other kinds of training)
– stronger effects of HR training on middle vs top management (reverse for inventory management training)
5. “The long-term effects of management and
technology transfers”, Michela Giorcelli
• Another fascinating historical study
– effects of US-EU Marshall Plan cooperation (origin of the OECD!) on knowledge diffusion
– clever ways around endogeneity and selection bias: exploits random effects of US budget cut on selection of firms in Italian
regions; tests to prove randomness and observational equivalence of treated and non-treated firms
• Identifies causal effects of managerial ability and technology transfer on productivity – catch up
mechanisms unveiled!
• Stresses complementarity among managers and machines
• Effects heterogeneous across firms – pure tech transfer most beneficial for frontier firms, combination
with managerial upgrade most beneficial for laggards
• With much coarser cross-country data (and lesser claims of causality!) our findings for skills and
digitalisation across high and low productive firms are very consistent
6. Technology A
Complementarities
High-speed broadband and
cloud computing
Supply-chain management and
customer-relationship software
Between technologies
Technology B
Digital
technologies
R&D and intangible
investments
Human capital and ICT-
related skills
Reallocation-enhancing
regulations
Organisational capital
and management skills
A story of
complementarities
Between technologies & structural factors/policies
(DeStefano et al., 2018)
(Wieder et al., 2006; Aral et al., 2006;
Engelstätter, 2009; Bartelsman et al., 2017).
(Brynjolfsson and Hitt, 2000; Basu
et al., 2003; Bloom et al., 2012;
Aral et al., 2012)
(Corrado et al., 2017; Mohnen et al., 2018)
(Bugamelli and Pagano, 2004)
(Gust and Marquez, 2004; Bartelsman,
2013; Conway, P. et al., 2006)
7. Digital technologies are strongly
complementary with other intangibles...
Source: Andrews, D., G. Nicoletti and C. Timiliotis (2018), “Digital technology diffusion: a matter of capabilities, incentives or both?”, OECD Economics Department Working papers,
No. 1476.
0
2
4
6
8
10
12
Customer Relationship Management Cloud Computing
% Median
Increase in digital adoption rates are associated with
managerial upgrades
Increasing the diffusion of high performance work practices to Danish levels
Highest benefit: Greece
8. ... but more productive firms benefit more from a
digitalized environment
0
0.5
1
1.5
2
2.5
High-speed broadband Enterprise Resource
Planning
Customer Relationship
Management
Cloud Computing
%
Average firm-level increase in productivity from a 10 percentage point increase in digital adoption
Laggards FrontierMedian
P. Gal, G. Nicoletti, S. Sorbe, C. Timiliotis (2019) , “Digitalisation and productivity: In search of the Holy Grail”, OECD Economics Department Working Papers, N. 1533
9. Skill shortages curb productivity gains from
adoption, especially in low productive firms
Panel A: Effectofspecific skill shortages across all firms Panel B: Effectofgeneral skill shortage on less-productive firms
0
25
50
75
100
Computer and
electronics skills
General
technical skills
Resource
allocation skills
General
management
skills
-24%
Productivity gain from digitalisation (gain withoutskill shortage =100)
Shortfall due to
skill shortage
-23% -19% -19%
0 25 50 75 100
Industries
with
skill shortages
Industries
without
skill shortages -9%
-31%
Productivity gain from digitalisation
(gain in mostproductive firms=100)
Shortfall
compared to
mostproductive
firms
Shortfall in productivity gains from adoption of a mix of digital technologies due to skill shortages
P. Gal, G. Nicoletti, S. Sorbe, C. Timiliotis (2019) , “Digitalisation and productivity: In search of the Holy Grail”, OECD Economics Department Working Papers, N. 1533
10. “The effects of joining multinational supply
chains”, Alfonso Alfaro-Ureña
• Another empirical tour de force – merging multiple firm-level databases and survey to seek causal effects of GVC participation on
domestic Costa Rica firms performance
• Different timing of becoming a first-time MNE supplier (if at all) provide variability needed for identification
– used in two different ways: comparison with control group, comparison with past performance
• Alternatively, random selection of supplier by MNEs from a (homogeneous) short-list established by the government programme
Procomer constitutes a quasi-randomised trial (observationally equivalent “winners vs losers”)
• Extensive robustness checks
– past trends have no predictive power
– survey of pre-deal firm behaviour (including hiring of new managers)
– Procomer mediation by government not key and scores of winners and losers similar
– Results confirmed on a model-based TFP measure that accounts for possible changes in firm-specific prices
• Main results
– becoming first-time supplier strongly improves many dimensions of performance, more so if a firm belongs to a high tech industry
– survey-based results highlight interdependence with intangibles (e.g internal organisation, managerial upgrades, etc.)
– both intensive (i.e. sales) and extensive margins (i.e. # of buyers) are affected
• Enhances understanding of participation to GVCs as knowledge diffusion mechanism for catch up
• Results also resonate well with recent cross-country/industry level analysis done in the context of the GFP work programme
11. • Manufacturing:
backward
participation
• Services:
forward
participation
• Trading partners
also matter
• Learning from
suppliers (BW)
• Better quality
inputs (BW)
• Upgrading (FW)
How big are the sectoral productivity effects of
GVC participation?
11
Note: more productive trading partners are the early EU-15 plus AUS, CAN, JPN, CHE, NOR, NZL, USA
1.4
2.8
5.6
0
1
2
3
4
5
6
7
0
2
4
6
8
Backward Forward Backward Forward Backward Forward
Total market sector Manufacturing Services
MFPimpact
(%, over 5 years)
1.4
2.8
5.6
4.7
1.8
6.2
0
2
4
6
8
0
2
4
6
8
Backward Forward Backward Forward Backward Forward
Total market sector Manufacturing Services
MFP impact
(%, over 5 years)
Tradingwithmore
productive partners
Productivity impacts from raising GVC intensity from
the bottom decile to the median of countries
12. Forward participation to GVCs also affects
innovation
12
Suppliers to
more advanced
destinations
upgrade
through
• more R&D
• higher
ICT capital
intensity
6.2
8.1
10.4
18.7
23.5
0
10
20
30
Forward Forward Forward,
more productive
destinations
Forward Forward,
more productive
destinations
Total market
sector
Manufacturing Manufacturing
ICT capital intensityR&D spending
%
Notes:
GVC expansion is measured by moving from “low” (bottom decile) to “typical”
(median) GVC intensities.
More productive trading partners are the early EU-15 plus AUS, CAN, JPN, CHE,
NOR, NZL, USA
Impacts on R&D and ICT (over 5 years)
13. 20
30
40
50
60
70
2000 2002 2004 2006 2008 2010 2012 2014
Manufacturing
Pre-crisis trend
Actual
% of value added
4
6
8
10
12
2000 2002 2004 2006 2008 2010 2012 2014
Services
Forward GVC
Pre-crisis trend
Actual
% of value added
How much does GVC plateauing matter for
post-crisis weak productivity?
13
Counterfactual simulations of the cumulative MFP impact from
continuing the pre-crisis trend in GVC expansion
102.5
103.5
100
102
104
106
108
2014
Manufacturing
Index, 2009 =100
Extra gains from
stronger GVC
expansion: 1.02%
104.5
105.7
100
102
104
106
108
2014
Services
Index, 2009 =100
Extra gains from stronger
GVC expansion: 1.12%
GVC
MFP
14. Some remaining doubts
• On Michela’s paper:
– Introducing new managerial practices only works if monitoring is good, what if volunteering for the program and
subsequent improvements are due to differential pre-treatment ability to monitor (are FE enough to control for this
unobservable)?
– What is the external validity (for policy in nowadays OECD economies) of context-specific historical experiences?
• On Alonso’s paper:
– can we rule out that MNEs pick suppliers on basis of their expected ability to improve performance (in which case basic
identification assumption would be invalid)?
– can we rule out that (for the same reason) winners and losers of Procomer programme are not random (in which case same
problem applies)?
– can we rule out that gains in MFPR partly reflect sharing of rents with MNEs (e.g. via deal for cheaper inputs)
– significance of results of Procomer analysis not so convincing (Figure 6)
• Overall, I found claims of causality slightly more compelling in Michela’s papers and policy implications
more compelling in Alonso’s paper
15. What lessons for policy?
• Three examples of how good public policy can accelerate catch up via understanding of key
complementarities and successful knowledge diffusion across firms
• US Marshall Plan and TWI efforts regrettably unthinkable today (at least in that form and scale)
– budget constraints
– lack of cooperation/rivalry in globalised and multipolar world
• But as intangibles rise other forms of public stimulus to creation and transfer of knowledge have
to be found:
– smart use of public procurement?
– supporting other forms of intangible investment (instead of mainly tangible or R&D)?
• Stimulus to GVC and trade integration that combines public support with market tests remains
promising, especially in emerging and less developed countries
Solutions are urgent to resolve the digital productivity paradox and make the best of globalisation
Absent these policies, the risk is that productivity laggards remain trapped in a low intangibles/low
productivity vicious circle
17. Complementarities are boosted by the
right policy environment
Increasing managerial quality (HPWP) to sample maximum (DNK)
in different market environments
The positive effect of managerial quality on adoption is boosted
by easier access to markets and reallocation
NB: effects for Cloud Computing; all differences are statistically significant
-3
-1
1
3
5
7
9
11
13
Low PMR High PMR Low DTRI High DTRI Low EPL High EPL
%
A B C