Do Leaders Matter? Natural Experiment and Quantitative Case Study of Indian State Owned Laboratories

35 Pages Posted: 28 Feb 2014

See all articles by Prithwiraj Choudhury

Prithwiraj Choudhury

Harvard University - Business School (HBS)

Tarun Khanna

Harvard University - Strategy Unit

Date Written: February 26, 2014

Abstract

Our study is one of the first natural experiments around the role of leaders in the context of firms. Also while most prior natural experiments around leadership in the policy world have exploited the death of the leader, we exploit an alternate exogenous shock – rigid bureaucratic rules that constraint the appointment of leaders to 42 Indian public R&D labs with 12,500 employees. The bureaucratic rules ensure that the timing of leadership change is uncorrelated with observable or unobservable firm level characteristics. This enables us to circumvent the issues related to the use of manager fixed effects in the prior empirical literature. Efforts to incentivize individual employees to file and license patents did not meet with immediate success. However patenting and licensing both increased once leaders at individual labs were replaced.

Suggested Citation

Choudhury, Prithwiraj and Khanna, Tarun, Do Leaders Matter? Natural Experiment and Quantitative Case Study of Indian State Owned Laboratories (February 26, 2014). Available at SSRN: https://ssrn.com/abstract=2401890 or http://dx.doi.org/10.2139/ssrn.2401890

Prithwiraj Choudhury (Contact Author)

Harvard University - Business School (HBS) ( email )

Soldiers Field Road
Morgan 270C
Boston, MA 02163
United States

Tarun Khanna

Harvard University - Strategy Unit ( email )

Harvard Business School
Boston, MA 02163
United States
617-495-6038 (Phone)
617-495-0355 (Fax)

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