[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-detail-112959-en":3,"doc-seo-112959-105":29,"detail-sidebar-cat-0-en-105":89},{"code":4,"msg":5,"data":6},0,"success",{"doc_id":7,"user_id":8,"nickname":9,"user_avatar":10,"doc_module":4,"category_id":11,"category_name":12,"doc_title":13,"doc_description":14,"doc_content":15,"file_id":16,"file_url":17,"file_type":18,"file_size":19,"view_count":4,"is_deleted":4,"is_public":20,"is_downloadable":20,"audit_status":20,"page_count":21,"language":22,"language_code":23,"site_id":24,"html_lang":23,"table_of_contents":25,"faqs":26,"seo_title":13,"seo_description":14,"update_tm":27,"read_time":28},112959,687197207919,"Theodora","https://ap-avatar.wpscdn.com/avatar/a000253d6f5f7c60be?x-image-process=image/resize,m_fixed,w_180,h_180&k=1779446848396160552",8,"Research & Report","Medium-Run Impacts of Management Training in Garment Clusters - Supplementary Article","The paper investigates how management training programs affect garment clusters in Vietnam and Tanzania. Results show that, in the medium run, firms improve after identifying useful practices and adapting them to their operations. Significant income effects require several years, but training can raise management scores and also increase incomes and value added. The delayed impact is linked to time needed for firms to learn, select, and tailor practices to their specific business conditions.","Pub lic Disclosure Authorized Pub lic Disclosure Authorized  \nThe World Bank Economic Review, 34(Supplement), 2020, S68–S71 doi: 10.1093/wber/lhz033 Supplementary Article  \nMedium-Run Impacts of Management Training in Garment Clusters  \nYuki Higuchi, Edwin Paul Mhede, Vu Hoang Nam, and Tetsushi Sonobe Abstract  \nThis paper investigates the impact of management training programs on garment clusters in Vietnam and Tanzania. The study found that in the medium run firms showed improvement once they had identified useful practices and adapted them to their operations. Although it takes a few years to experience a significant impact on incomes, management training can increase not just management scores but also incomes or value added.  \nJEL classification: L2, M1, O1  \nKeywords: randomized controlled trial, management training, training impacts, industrial clusters, Kaizen, knowledge spillovers  \n1. Introduction  \nThe management score developed by Bloom and van Reenen (2007) and subsequent studies, along with several randomized controlled trials (RCTs) of management training, have confirmed a long-standing suspicion that management tends to be poor in the developing world. Hence, a question arises as to whether improvement in management increases incomes. In the survey of RCTs of management training, McKenzie and Woodruff (2014) point out that the evidence on this issue has so far been weak. Few studies find statistically significant impacts of experimental training programs on the value added of treated firms, and researchers have yet to arrive at a consensus on why the training impacts on incomes are limited. Are these poor outcomes the result of inadequately designed training programs, too early assessment of training impacts, or knowledge spillovers from training participants to nonparticipants?  \nBased on the RCTs of management training that were conducted in Vietnam and Tanzania (Higuchi, Nam, and Sonobe 2015; Higuchi, Mhede, and Sonobe 2019), this study attempts to provide a partial answer, particularly to the question of when the impact on value added materialized. By extending the follow-up observation period, this study found that although the treated firms adopted many management practices soon after the training, they stopped using some practices later. The initially insignificant training  \nYuki Higuchi (corresponding author) is an Associate Professor at Nagoya City University in Nagoya, Japan; his email address is [higuchi@econ.nagoya-cu.ac.jp. Edwin](higuchi@econ.nagoya-cu.ac.jp. Edwin) Paul Mhede is the Commissioner General of Tanzania Revenue Authority (TRA) in Dar es Salaam, Tanzania; his email address is [edwin.mhede@mit.go.tz. Vu Hoang Nam is](edwin.mhede@mit.go.tz. Vu Hoang Nam is) an Associate Professor atthe Foreign Trade University in Hanoi, Vietnam; his email address is [namvh@ftu.edu.vn. Tetsushi](namvh@ftu.edu.vn. Tetsushi) Sonobe is Vice President of the National Graduate Institute for Policy Studies (GRIPS) in Tokyo, Japan; his email address is [sonobete@grips.ac.jp](sonobete@grips.ac.jp). This work was supported by the World Bank Japan Professional Human Resource Development (PHRD) Trust Fund [grant number TF096317], the Japan Society for the Promotion of Science (JSPS) KAKENHI [grant numbers 25101002, 15K21728, 15H06540], and Grant-in-Aid for Research in Nagoya City University.  \n© The Author(s) 2019 . Published by Oxford University Press on behalf of the International Bank for Reconstruction and Development / THE WORLD BANK.  \nAll rights reserved. For permissions, please e-mail: [journals.permissions@oup.com](journals.permissions@oup.com)  \nDownloaded from [https://academic.oup.com/wber/article/34/Supplement_1/S68/5651211 by guest on 23 June 2021](https://academic.oup.com/wber/article/34/Supplement_1/S68/5651211 by guest on 23 June 2021)  \nimpacts on the value added, however, became significant in the medium run, suggesting that it takes sometime for the treated firms to identify useful practices and","cbCaioXTv176dd2k","https://ap.wps.com/l/cbCaioXTv176dd2k","pdf",132597,1,4,"English","en",105,"# Introduction\n## Study approach and research question\n## Medium-run effects and value added\n# Study Sites\n## Why garment clusters in Vietnam and Tanzania\n## RCT design in clustered industries\n## Spillovers and evaluation challenges","[{\"question\":\"What is the main question the paper addresses about management training and incomes?\",\"answer\":\"Whether improvements in management resulting from training translate into higher incomes, despite earlier evidence showing limited or weak effects on value added in many RCTs.\"},{\"question\":\"What did the study find about the timing of training impacts?\",\"answer\":\"Management practices may be adopted soon after training, but meaningful improvements in value added and incomes emerge in the medium run, taking a few years for firms to identify and adapt useful practices.\"},{\"question\":\"Why is evaluating management training in industrial clusters challenging?\",\"answer\":\"Imitation and knowledge spillovers can improve firms that did not receive training, which can cause underestimation of training impacts unless special evaluation methods are 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