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1、AmericanEconomicReview:Papers&Proceedings100(May2010):105–109http://www.aeaweb.org/articles.php?doi=10.1257/aer.100.2.105NewApproachestoSurveyingOrganizationsByNicholasBloomandJohnVanReenen*ThelastthreedecadeshavewitnessedanI. MinimizingSurveyBiasexplosionoftheoreticalworkontheorganiza-tionof
2、firms(RobertGibbonsandJohnRobertsAkeychallengeinsurveysistoobtainunbi-forthcoming).Inparallel,therehasbeenamas-asedresponsestoquestions.Hereweoutlineasiveincreaseinaccesstomicrodatawhichhasseriesofstepswehavefounduseful,firstcon-revealedhugedispersionsinproductivity.Forcentratingonreducingthe
3、biasoftherespond-example,withinnarrowindustrieslikecement,ent(themanager)andthenonreducingthebiasoakflooring,andblock-icethetotalfactorpro-oftheinterviewer(typicallyanMBAstudent).ductivityofplantsattheninetiethpercentileisabouttwicethatofthoseatthetenthpercen-A.ReducingRespondentBiastile(Luci
4、aFoster,JohnHaltiwanger,andChadSyversson2008).ChoosingAppropriateRespondents.—ItisUnfortunately,analyzingtowhatextentthisimportanttosurveysomebodyjuniorenoughheterogeneityinproductivityisduetomanage-toknowday-to-daypracticesbutseniorenoughmentandorganizationalpractices,unmeasuredtotakeanovera
5、llviewoftheorganization.Forinputs,orothertechnologieshasbeenheldbackexample,wetargetedplantmanagersinmanu-byalackofdata.Nationalstatisticalagenciesfacturing,servicelinemanagersinhospitals,donotusuallycollectdataontheinternalorga-principalsinschools,anddistrictmanagersinnizationofcompanies,nor
6、dofirmsreportthisretail.Inmanufacturingwephonedfirmsandintheiraccounts.Recently,however,socialrequestedtospeaktoplantmanagers,andifscientistshavebeenstartingtofillthisgapbynoonefittedthatdefinitionweaskedfor“theworkingcloselywithsmallnumbersofindi-personinchargeofproductionatthefactory.”vidua
7、lfirms(e.g.,the“InsiderEconometrics”ItcanalsobeusefultoobtainresponsesfromapproachdescribedinKathrynShaw2009)employeesindifferentlevelsofthefirm’shier-orcoveringwidecross-sectionsoffirms(e.g.,archytoseeifthereissomesystematicdiffer-NicholasBl