World Refugee Day happens once year, but the issues it is designed to highlight are a daily concern for Lebanon. As the country which hosts the world’s largest number of refugees per capita, Lebanon holds some important lessons. Lebanon almost doubled the size of its national public education system in five years in response to the ongoing refugee crisis, something no country has ever done before. The large increases in primary education seen particularly in African countries in the last decade and a half rarely accounted for more than a 50 percent increase in the total public school population as they were focused on the first six years of school; Lebanon has increased its overall public school population by almost 100 percent.
Turkey is a transcontinental country, with territory contiguously spanning two continents. It is bordered by eight countries and is circled by sea on three sides. The international airport in Istanbul is the 10th busiest airport in the world, and last year, in 2016, more than 60 million passengers went through it. Of these, two-thirds were international passengers. Yes, Turkey is very vulnerable to disease outbreaks. Indeed, all countries are.
About a year ago I reviewed Angela Duckworth’s book on grit. At the time I noted that there were compelling ideas, but that two big issues were that her self-assessed 10-item Grit scale could be very gameable, and that there was really limited rigorous evidence as to whether efforts to improve grit have lasting impacts.
A cool new paper by Sule Alan, Teodora Boneva, and Seda Ertac makes excellent progress on both fronts. They conduct a large-scale experiment in Turkey with almost 3000 fourth-graders (8-10 year olds) in over 100 classrooms in 52 schools (randomization was at the school level, with 23 schools assigned to treatment).
Recently, the OECD released the results for PISA 2015, an international assessment that measures the skills of 15-year-old students in applying their knowledge of science, reading, and mathematics to real-life problems. There is a sense of urgency to ensure that students have solid skills amidst modest economic growth and long-term demographic decline in Europe and Central Asia (ECA).
Editor's Note: Join us April 22nd at 10AM ET for the 2017 Global Infrastructure Forum when the Multilateral Development Banks (MDBs), the United Nations, the G-20, and development partners from around the world meet to discuss opportunities to harness public and private resources to improve infrastructure worldwide, and to ensure that investments are environmentally, social and economically sustainable. Check out the event site to view the livestream on April 22.
Imagine the difficulty of designing, financing, building and operating a €360 million, 1,000-bed hospital campus that serves a region of 1.6 million people? This is exactly what the government of Turkey is doing in Elaziğ, a city of 350,000 in eastern Anatolia. The facility will serve and accommodate about 20,000 patients and their relatives per day with a broad range of services including women and children’s health, psychiatric services, and a dental clinic.
A project of this size is bound to be challenging and complex. But the approach taken by the Turkish Government has been a success—to involve a private-sector partner through a public-private partnership (PPP) with support from multilateral development banks. How did they do it?
Jobs are what we earn, what we do, and sometimes even who we are. For the poor and vulnerable of the world, jobs are key to ending poverty and driving development. But not all jobs are equally transformational. Good jobs add value to society, taking into account the benefits they have on the people who hold them, and the potential spillover effects on others. For example, inclusive jobs, such as those that employ women, can change the way families spend money and invest in the education and health of children.
- Private Sector Development
- Latin America & Caribbean
- The World Region
- South Asia
- South Africa
- Burkina Faso
- Cote d'Ivoire
- West Bank and Gaza
- Sri Lanka
Admittedly, the region does not face the same daunting disaster risks as some other parts of the world – especially in South Asia, East Asia and Latin America – but nevertheless, it is far from immune to the effects of natural hazards – as the past clearly reminds us.
The 16 Days of Activism campaign also allows us to reflect on the important role of research in activism. Without rigorous research, activism against gender-based violence may be misguided or misaligned with individual or community perceptions and needs.
What is meant by rigorous research?
Rigorous research has been defined as research that applies the appropriate research tools to investigate a set of stated objectives. While some researchers may argue that quantitative research methodologies generate more rigorous data, using this definition we can see that qualitative research methodologies can also generate rigorous data to inform programming, policy and activism.
Our project, funded by the World Bank Group and Sexual Violence Research Initiative Development Marketplace for Innovations to Prevent Gender-Based Violence, aims to do just that—generate rigorous data using qualitative research methodologies to better understand the gender, social, and cultural norms that contribute to intimate partner violence among Syrian refugees. Women and Health Alliance (WAHA) International in collaboration with academic and organizational partners in Turkey and Greece will collect data using focus group discussions and participatory action learning activities in order to inform future interventions targeting intimate partner violence among displaced populations.
This is an edited excerpt from a chapter, “Quality of Firm Management in Turkey,” from the upcoming report, “Creating Good Jobs in Turkey.”
How well firms are managed, and whether their management quality (or lack thereof) affects firm performance, are questions that policymakers and researchers everywhere – especially in emerging economies – are very interested in answering.
This area of inquiry is important because much of the evidence shows that the quality of management techniques that are used to run a firm – how it manages its capital and human resources, and how it monitors inventory, among other important areas in the production process – affect firm productivity, adaptability to change, and potential for growth. These factors are especially important in competitive and challenging environments.
Despite the potential effect of management practices on firm performance, it is a relatively understudied area in the economics literature. Survey-data limitations have made it difficult for economists to analyze the relationship between firm management practices and firm performance.
But that pattern is changing: The World Management Survey (WMS) team designed a new interview-based evaluation tool to quantify the quality of management practices in firms across countries and sectors, and across 18 basic practices in four categories: operations, target-setting, performance monitoring, and talent or human-resource management. (The WMS was started by researchers at the London School of Economics and Stanford University, and it has been conducting management surveys worldwide for more than 10 years.)
In the last decade, many countries interested in benchmarking their firms’ performance have participated in the surveys. Turkey joined this effort in 2014. The new data allows us to measure how Turkish firms perform across the four benchmark dimensions of management. and it allows us to measure how they compare with competing firms across the globe. The results help the private sector and the public sector offer suitable support to improve firm performance and productivity as a whole.
In this analysis, we’ll share some of the early results from Tukey’s first quality-of-management survey, including how Turkey compares to other countries; we'll highlight the importance of measurement; and we'll try to motivate Turkish researchers and policymakers to use the results to help firms in Turkey.
Average scores for firms in Turkey are low relative to the country’s development level (Figure 1). Firms in comparator countries like Mexico and Poland have higher absolute scores, and relatively higher scores for their development level. (The average scores combine sub-scores for each of the four categories: operations, targeting, monitoring and human resources.)
Figure 1: Per Capita Income and Average Management Score
Note: On this chart, Turkey's position is just above the position of Malaysia.
Source: World Management Survey and authors’ calculations.
Relatively poor performance in Turkey, and key comparator countries, is mostly driven by a large “left tail” of poorly managed firms – a factor that is not uncommon across developing countries (Figure 2). In particular, the fraction of firms performing below the lowest quartile of U.S. firms ranges between 55 percent and 70 percent in such countries as Turkey, Brazil, Poland, Chile, but also China and India. Although there is a large variation in management scores across firms, the distribution of scores in these countries, compared to the distribution in the United States, is either narrow or flat, bimodal and/or nonsymmetrical.
Figure 2: Smooth distribution of total management scores
Note: The vertical red dashed line represents the lowest quartile of the US distribution.
Source: World Management Survey and authors’ calculations.
But do we perhaps rely too much on numbers to gain an understanding of people’s lives and the societies in which they live? Do numbers really tell us the whole story, or give us the full picture?