Trabalho r is Cos

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Contents

1 Efficiency 2

1.1 The measurement of efficiency . . . . . . . . . . . . . . . . . . . . 31.2 X-efficiency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51.3 Possible improvement onefficiency . . . . . . . . . . . . . . . 5

2 Orani!ational capabilities "2.1 Open an# Close Orani!ation . . . . . . . . . . . . . . . . . . . . 1$2.2 Competitive a#vantae . . . . . . . . . . . . . . . . . . . . . . . . . . .11

3 %nteractions bet&een efficiency an# orani!ation capabiliti

es 13

' (nalysis on %n#ian firms1)

'.1 %n#ian *ro&th . . . . . . . . . . . . . . . . . . . . . . . . . .

1)

'.2 +ifferent *roup of ,irms . . . . . . . . . . . . . . . . . . . . .

2$

'.3 +eterminants of efficiency . . . . . . . . . . . . . . . . . . . .

21

'.

' Consi#erations . . . . . . . . . . . . . . . . . . . . . . . . . .

2

'


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1


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The ole of Orani!ation Capabilities in hapin

Efficient ,irms

(lessio Patrinani/ 0icoletta ,errara/ ,erran Espunya

une 12/ 2$1'

(bstract

This paper &ants to investiate first the relationship bet&eenefficiency an# orani!ational capabilities/ an# finally a presentationon %n#ian challenin performances. %t starts/ in the first section/ by#escribin the concept of efficiency reportin some #efinition an# itsmeasurement in particular it focuses on X-efficiency &hich sho&sthe intrinsic connection &ith firms orani!ation finally somesuests on improvin it. %n the secon# section the orani!ationalcapabilities are presente#/ especially the #ifference bet&een openan# close# orani!ations an# clasificate# by the competitivea#vantae apporte#. Thus/ the thir# section &ant to analy!einteractions bet&een the t&o4 capabilities that lea# to efficiency arepo&er control/ formali!ation/ stratification an# less speciali!e# sills

as technoloy is more reliable. %n the last section theres an analysisof #ata collecte# an# elaborate# in multiple reression in or#er toe6plain %n#ian performance an# its #eterminants of efficiency.

1 Efficiency

Economic efficiency at the micro level focuses on the ability of firms toutili!e the best available technoloy an# to allocate resourcespro#uctively. Efficiency measurement has become a very popular fiel# inapplie# economics in recent years/ an# &ith this interest there has beena lare intellectual investment in refinin the empirical metho#s available

to researchers in the area.

2


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This chapter starts &ith#efinitions of pro#uctivity an#efficiency/ re-portin some of themost important contributions until


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aroun# 7$s. %t is particularlyinterestin the mo#ern i#ea of 6-efficiency/ an# finally someconsi#erations about efficientimprovement.

1.1 The measurement ofefficiency

(ccor#in to a classic #efinition89incent 17:";/ pro#uctivity is theratio bet&een an output an# thefactors that ma#e it possible. %n thesame &ay/ ual/ is the concept ofefficiency. Even thouht/ in theefficiency literature many authors #onot mae any #ifferences bet&eenpro#uctivity an# efficiency. ,orinstance/ enupta 81775; a an#Cooper/ eifor#

3


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a

n#Tone82$$$

;#efinebothpro#uctivityan#effici


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encya

stheratiobet&eenoutputan#input.

=e

can#escr


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ibeeff

iciencyasa#

istancebet&

eenthe>uan

tityofinpu


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tan#o

utput/an#th

e>uantityofi

nputan#outp

utthat#efi


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nesaf

rontier/theb

estpossible

frontierfora

firminitsi


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n#ustr

y.

Efficiencyan#pro#uc

tivity/any&a

y/aret&o


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coope

ratinconcepts.Themea

suresofeffi

ciencyar


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emore

accuratethanthoseof

pro#uctivity

inthes


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enset

hattheyinvolveacompa

rison&itht

hemostef


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ficien

tfrontier/an#forthatth

eycancompe

tethose


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ofpro#

uctivity.

uire#topro#uceth

eivenoutp

ut.

?oopm


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ans817

51;provi#e#a#efinition

of&hat&eref

ertotech


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nicale

fficiency4aninput-output

vectoristech

nicallyeffi


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cientif

/an#onlyif/in-creasin

anyoutputor#

ecreasin


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anyin

putispossibleonlyby#ec

reasinsome

otherout


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putori

ncreasinsomeotherinp

ut.

+ebreu81

751;offer


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e#the

firstmeasureofpro#uctiv

eefficiency&

ithhisco


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efficie

ntofresourceutili!ation/a

ra#ialmeasu

reoftec


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hnical

efficiency.a#ialmeasure

sfocusesont

hema6im


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umfea

siblee>uiproportionate

re#uctionina

llvariabl


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esinpu

t/orthema6imumfeasibl

ee>uipropor

tionatee


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6pansi

onofalloutput.

,arrell817

5);e6ten#e#

the&or


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ctiveefficiencyast

hepro#uctoftechnicalan

#allocati


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veefficiency.The

allocativeefficiencyinec

onomicth


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eorymeasuresafirm

ssuccessinchoosinan

options


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etofinputs&itha

ivensetofinputpricest

hisis#is


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tinuishe#fromth

etechnicalefficiencycon

ceptasso


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ciate#&iththepr

o#uctionfrontier/&hichm

easurest


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hefirmssuccessin

pro#ucinma6imumoutp

utfroma


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ivensetofinput

s.%mplicitinthenotionin

aspecifi


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cbehavioralassump

tionabouttheoalofpro#

ucer.

cal


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eeffi

ciencymeansthatfirmsareoftheappropr

iatesi!e


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soth

atnoin#ustryreorani!ation&illimprove

outputore


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arnin

s.

Theconcep

tofstructura

lefficiencyisanin#


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ustry

levelconcept

#ueto,arre

l/&hichmeas

uresin&


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hate6t

entanin#ust

ryeepsup

&iththeper

formance


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ofits

o&nbestprac

ticefirms.

'


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1.2 X-efficiency

@arvey


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lea#s to hiher costs an# an hih

#eree of X-inefficiency.

=riters on X-efficiency theoryfollo&in


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meithe

ranincreaseincustomer&

illinnesstop

ay8improv


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inth

e>ualityofthepro#uct;o

rfrom#ecrea

sinsupp


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lieropp

ortunitycosts8by/fore6am

ple/improvin

thephy


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sicale

fficiencyofthemanufactu

rinprocess

;8Collis/1


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77';.

eincapabl

eofimprovin

efficiencyi

safun#am


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entals

illofrunninanyfirm.?ey

assets&illinc

lu#ecash


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/emplo

yees/vehicles/patent/an

#accesstop

ro#uctsan


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#serv

ices.%nthissection&illb

eanaly!e#t

hemostre


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levant

factorsthatcanaffecteffi

ciency.

Out

sourceforefficiency


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Outsourcinisanytas/

operation/

Boborprocessthatcoul# beper-forme#byemployees&ithin anorani!ation/but

isinstea#contracte#to athir#party forasini

ficantperio#oftime. %na##i


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tion/thefunctionsthatare

performe#bythethir#partycanbeperforme#on-siteoroff-site.Outsourcincancrea

tecost-savinopportunities byfreeinup

principalstimethatcoul# bebett


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erspentonfin#in

&ays toimprovethefirmsprofit.

elatioship&ithsuppliers

Clearly itmaesoo#sense tohaverelia

blesuppliers.utovertimethey


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&illbeloointoincreasetheirpricesforthepro#uctsthatthey

sellinor#er toincreasetheirprofit.,orthisreasonbothpricesan#contractsshoul#

berevie&e#fromtimetotime


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. %nfactit ispossibletofin#cheaperpricesfromfreshsuppliers

thatanyonehasuse#before.imilarprinciplesshoul#beapplie#tobusinessutilities/

suchastelecommunicationsan#


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enery.Christian0ellemann/CEO ofbusinessservicesfirmX


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suppliershaveemere#tooffere6actlythesamepro#uctsbut

at alo&ercost.D


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ibilitiesforimprovin

theirbusinessvehiclean#travelefficiency/ho&ever

/&iththerihtvehiclechoicean#carefullois

ticsan#Bourneyplannin/ itcan

:


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be #one. Charlie Fullins/

foun#er of Pimlico Plumbers/&hich operates a fleet of G15$.$$$ 9ols&aen companyvans/ says4 DOur fuel costs roseby G 15$/$$$ last year. Otherthan our choice of vans/ &hichare e6tremely cost efficient interms of fuel an# maintenance/&e have improve# fuelefficiency by tain the shortestroutes an# monitorin spee#.*P tracin systems fitte# ineach of our vans also ives usinstant visibility of ourenineers out on the roa#/allo&in us to assin ne& Bobsto the closest enineer/ spotan# avoi# traffic Bams/ an# taethe most efficient route.D

ole of Technoloy

Computers an# technoloyallo& for faster processin of#ata/ easier retrieval ofinformation/ an# in some casesautomation can re#uce orreplace physical employees.=hen people perform tass byhan#/ it can be time consuminan# full of human errors. =hentechnoloy is use# for repetitiveoperations/ mistaes arere#uce# or eliminate#/ an# the

time it taes to complete thetas is reatly re#uce#. %na##ition to main processes>uicer/ technoloy also maesit easy to eep information upto #ate.


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elationship &ith ocial Fe#ia

ocial me#ia offers a po&erfulan# cost effective tool forpromotin the business bran#/

but often firms are alrea#y#oin it efficiently. The ey is toi#entify the platforms an#net&ors &here customers an#potential customers are foun#/other&ise time spent postinyour business ne&s an# #etailsof special offers in all the &ronplaces &ill be &aste#. CFservice provi#ers/ such asCubeocial.com/ allo& tomanae multiple social me#ia

accounts from a central point/enablin much reaterefficiency.

+atabase

,rom the moment customer #ataenters a #atabase/ it starts to#ecay. =ithin a couple of years/a #atabase coul# be hol#in asinificant amount of #ata that isliely to be out of #ate. Consi#erthe costs of mailin catalouesan# maretin campains to outof #ate a##resses/

)


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or re#irectin pacaes to the

correct a##ress/ an# the impacton the maretin bu#et can be

sinificant. 0atalie *reen/ from

business efficiency firm

Postco#e (ny&here/ says4

DCleansin soft&are is avail-able

that can cross-reference your

contact recor#s aainst

reconi!e# #atasets an# eep

them up to #ate/ resultin in a

more efficient maretin stratey

that #elivers better #irect

maretin response rates.D

Time is money

(re your members of staff#iliently servin yourcustomers/ or busy improvintheir score on (nry ir#sHEvery business o&ner no&sthat an employees time is his

money. %f this issue is affectinstaff efficiency/ you nee# setout some roun# rules to ui#eyour employees as to &hat isan# isnt acceptable/ or avoi#problems altoether byestablishin a no-phones-outpolicy.

Curiosity4 printin activity

One of the most &asteful/ an#potentially costly business

activities is printin. Professional

services firms in the A? coul#

collectively save more than G'5

Fln a year by chanin their

printin practices/ ac-cor#in to

research from Epson. The &orst


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e6amples inclu#e printin

#ocuments an# not rea#in

them/ failin to collect print-outs

from the printer/ an#

unnecessary printin. Epsons

A? business sales #irector 0eil

Col>uhoun says4 Det policies

an# intro#uce trainin to ensure

staff are a&are of ho& to print

#uple6 an# consi#er intro#ucin

s&ipe car#s to enable printin

s&ipin the car# aainst the

printer means your team is more

liely to pic up the print &hen

its finishe#.D

2 Orani!ationalcapabilities

( central problem in the stu#y oforani!ations concerns themeasurement of orani!ationalproperties or variables.Orani!ations are compose# ofin#ivi#uals &orin in various Bob&hich are arrane# in #ifferentstructural confiurations an# &or-

flo&.There are many #efinitions oforani!ational capabilities becausethere are many authors that arue thattopic. They can be classifie# into threecate

"


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or

ies.

Thefirstcateoryofcap

abilitiesarethesethatreflectanability to

performthebasicfunctionalactivitiesofthe

firm/suchasplantlay-out/#istri


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butionloisticsan#maretincampains ina&aythattheyaremor

eefficientthancompetitors.

(mitan#choemaer81773;/fore6ample/#efinecapabilities

as#evelope#infunctional


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areas/fore6-ample/bran#manaementtal etal.81772;/

as asetofbusinessprocessesstrateicallyun#erstoo#*rant81771;observesthat

capabilitiescanbei#entifie#usin


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astan#ar#functionalclassification ofthefirmsactivitiesan#

Treacyan#=iersema81773;#efinethemasoneofthreevalue#isciplines-oper

ationale6cellence/customer


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i#entifycapabilitiesasrepeate#processorpro#uctinnovations/

manufacturinfle6ibility/responsivenessto

marettren#s/an#short#evelopmentcyclesTeece etal.8177';as#yn


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amicroutinesthatoverntheability ofanorani!ationtolearn/a#a

pt/chanean#rene&overtime.

The

thir#cate

ory

of

capa

bility/

altho

uh

clos

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ove

men

t/

com


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as

thos

e

ora

ni!at

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char

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that

ena

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an

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on

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abilit

ies

to

#e-

ploy

the

firm

s

reso

urce

s

an#

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#eve

lop

ne&

ones

.

%tis#ifficu

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r#an#fa


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st#istinctionsamon

thethreec

ateoriesofcapabilitie


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ssincetheyallconc

erntheabilit

yoffirmstoperforman


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activity8beitstatic

/#ynamicorcr

eative;moreeffectively


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ments.%tisalsoimp

ossibleto#

evelopane6haustive


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an#mutuallye6clus

ivetypoloy

oforani!ationalcapab


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ilitiesbecauseofth

eirininfinite

variety.

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2.1 Open an# Close

Orani!ation,irst of all/ the &ay of thinin an#

min#set of people &orin in the firm

in influences the behavior a#opte# by

the firm itself. Consi#erin a close#

mo#el/ the attention focuses on the

insi#e/ an# #oesnt ive any

importance to e6ternal factors. %nstea#

if those &ho &or in the firm follo& the

open mo#el/ it become important to

pay attention on the outsi#e an# they

&ill have more pro t thans toinnovations comin from the e6ternal

environment. %n a close# innovation

mo#el the firms boun#aries are &ell

#e ne# an# &ithin the orani!ation are

conceive# several i#eas/ some lea#s

no&here/ &hile others are in-#epth an#

interate# &ith each other an# lea# to

innovation the limit is that e6ploration

of alternative i#eas is limite# to the

phase of esearch/ the #evelopment

phase is #e ne# from a crystalli!e#technoloy. On the contrary/ the open

innovations orientation to the outsi#e

is e6ten#e# to the stae of

+evelopment4 it is clearly a ris free!e

the i#ea because of the architecture of

innovation itself. %n the time in &hich a

firm #evelops the pro#uct it is possible

that there is an incremental innovation

propose# by a competitor/ risin in

that &ay to come out &ith a pro#uct

that is alrea#y ol#. %n that &ay is

fun#amental to eep the firm DopenDeven at the stae of #evelopment

closer to the maret. (n open

orani!ation is an orani!ation open to

anyone &ho arees to abi#e by its

purpose an# principles/ &ith complete

transparency an# clearly #e ne#

#ecision main structures/ o&nership


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patterns/ an# e6chane mechanisms

#esine#/ #e ne#/ an# re ne#/ by all

members as part of a continual

transformative process4

communication is a the critical

element.

o/ better performance are #etermine#by an Dopen attitu#eD4 rms must acceptthe evi#ence that the best sills of itssector can also be foun# outsi#e of theorani!ation/ or purchasin ne&technoloy/ or by hirin employeesfrom other rm. ,or e6ample/ theconcept of the best of the sector &orin our rm has been the bane ofetama6 an# Xeno6. (ny&ay/ buyini#eas from the outsi#e is not enouh to

succee#/ %nternal + is the ey to#evelopin i#eas. This help in fiurinout &hy buil#in a oo# businessmo#el is often better than ettin tomaret first.

1$


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abetterc

apability.%nfact/ifa

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environm

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apability.

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ivecapa

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n;isthethre

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nericallybetter


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capability

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nt;.Orani!ationalc

apabilitiesarevuln

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e#imensi

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elytobes

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ereason

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etitors/itc

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essacompetitive

a#vantae.%tmay&ellbeimpo


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ssibletolis

tthecompletesetof

allcapabilitiesthat

canbesourcesofcompetitivea


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#vanta

ebecausetheyc

anbefoun#inever

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n#alon

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uchasfaster/morefle6ibly/morecr


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eatively/et

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capabiliti

es.Thecapabilityth

at&instomorro&isthe

capabilityto#evelo

pthecapability


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to#evelo

pthecapabilitythatin

novatesfaster8orb

etter;/an#soon.Th

esecapabiliti


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esmihtin

clu#ethefle6ibilityto

shiftbet&eencap

abilitiesmoreeefficie

ntlyorfasterthan


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aeinap

articularlevelofanalys

is/an#claiminnormativevalueforthatlev

elofanalysis/isin


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appropria

te.Topre#ict&hich

rm&illbeahea#&enee#tono&allthe

levelsofcapa


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antae.

12


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3 %nteractions bet&een e

efficiency an#orani!ation capabilities

There is a hue in influence of basic

in#ustry con#itions an# strateic

choices on the relative profitability an#

e efficiency. The associations are

e6pecte#/ to be noisy because

orani!ational arranements are

con#itione# by historical influences as

&ell as by the incentive effects of

environmental continency an#strateic choice. The #iverence

bet&een actual orani!ational

arranements an# those that &oul# be

optimal is liely to be reatest &hen

perio#-by-perio# optimi!ation of

orani!ational arranements is

infeasible. 0umerous macro

orani!ational factors have in influence4

si!e/ lonevity/ maturity/ comple6ity/

#ecentrali!ation/ bureaucrati!ation/ an#

top manaement continuity.

This paper &ill #efine orani!ationalcapabilities as the socially comple6routines that #etermine the efficiency&ith &hich firms physically transforminputs into outputs. %n this role/capabilities function as theorani!ational complement to thetechnoloical #eterminants of theefficiency of pro#uction. Orani!ationalcapabilities are not only manifestationsof observable corporate structures an#

processes/ but also resi#e in thecorporate culture an# net&or ofemployee relations.

One &ay of relatin business strateyan# efficiency orientation is in terms ofthe t&o eneric competitive strateiespropose# by Porter 817"$;4 lo& costan# #ifferentiation. @e suests that


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the pursuit of a lo&-cost position oeshan#-in-han# &ith an emphasis onefficiency an# the pursuit of a#ifferentiate# position &ith an emphasison innovation 8strateies that involvevertical #i #ifferentiation seem to tie in

most closely &ith the pursuit ofinnovation;.

Orani!ations that emphasi!e oals ofefficiency 8an# the >uantity of clientsserve#; are the one &ith more routine&or. Their social structures are foun#to be more centrali!e#/ moreformali!e#/ an# to have lessprofessionally traine#/ but norelationship &ith stratification is foun#.

0o&/ a #etaile# e6amination on

social structure an# relative capabilitiesthat lea# to efficiency.

Orani!ation characteri!e# bycentrali!ation of orani!ationalpo&er

%f orani!ational member neverface &or situation characteri!e#by

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hihly varie# clients nee#/ then

reater orani!ational po&er neverac-cure to orani!ational members.

%t &ont be necessary to have

constant reports an# its not

re>uire# #etaile# coor#ination

bet&een members.

Orani!ation characteri!e#by formali!ation oforani!ational roles

%f an orani!ation iscoor#inate# via plannin/this &ill be reflecte# in ahih #eree of formali!ationof orani!ational roles. uchformali!ation &ill bereflecte# in various types ofrules an# reulations#efinin role obliations.One &ay to brin aboutsuch formali!ation is toestablish a series of &ritten

#ocuments that specify &hois to #o &hat/ &hen/ &here/an# &hy. This process offormali!ation obviouslyfacilitates oals of eefficiency by provi#in thestability or lac of variety in#ifferent tass. uch#ocuments are variouslycalle# policy manuals/ Bob#escriptions or evaluationproce#ures. The use of a

rules manual an# of Bob#escriptions are t&o basicmechanisms for establishinorani!ational control.

Orani!ation characteri!e#by no relationship bet&een


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stratification an# efficiency

There is little nee# forinteraction in fact theinteraction that #oes occurcan be proramme# inrituali!e# reports to the

boss. This suests thatthere may be consi#erablesocial #istance bet&eenlevels of hierarchy or chaincomman#. There are t&o#imensions oforani!ational stratification4the #eree of affect to&ar#supervisors an# the #ereeof social #istance bet&eensupervisors an# staff .

Orani!ation characteri!e#by less professional trainin

%f the orani!ation iscoor#inate# byprorammin/ there is lessnee# for a variety ofoccupational specialities orfor &ell-traine# occupants.%n other &or#s/ theprorammin of the

orani!ation allo&s forsimplification of the socialstructure. (s technoloybecomes efficient/ it is lessnecessary for anorani!ation to hire men&ith hihly speciali!e# sills.

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'The capabilities that #erive fromsuch structure elements are4

- fin#in the riht &ay for manaepo&er eepin it close# the topmanaer

- manae to achieve an hih span ofcontrol on every activity &ithin an#outsi#e the firm

- clearly #e ne each role an# itsboun#4 everyone has to perfectlyno& &hich are his tass an# &hathes not e6pecte# to #o. 0ocoor#ination is nee#e#/ so the role ofthe aents is to strictly respect everyrule - its e6-e6tremely important ainthe access to the ne& technoloyeepin the firm up-to-#ate. The

focus in#ee# is on reliable machinesrather than professionalism ofaents.

%n the previous section/ it &as clear that

its impossible to mae a list of all the

capabilities of firms/ because every

activity is a potential capability

follo&in this #irection the capabilities

sho&n here are not the only possible

alternative. Foreover theyre e6pecte#

to be po&erful in a eneric analysis/

an# thats more precisely their

areation that success in emphasi!e

efficient orientation. (ny&ay each firm

has its o&n frame&or that nee#s to be

analyse# in or#er to #ra& appropriate

conclusions.

y the &ay/ surely in such structures

the orani!ation is liely to emphasi!e

the oal of efficiency in preference to

other oals such as morale. imilarly/

orani!ations &ith routine &or

structures are liely to emphasi!e the>uantity of clients service# rather than

the >uality of those services4 the

routine orani!ation is liely to be

concerne# &ith stability an# hih profits

achieve# via >uantity of pro#uction an#

an avoi#ance of innovation.

@ere is reporte# a Table sho&in the


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values of correlation coefficient4

15


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(se


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6pecte#/

thecorrelationbet&eenroutine&ora

n#participationinor

ani!ational#


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ecisions

isneativeasthe#ereeofhierarchy

ofauthorityin&or#

ecision.Onthe


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contraryth

e#ereeofrulesobservationan#the

specificityof

Bob#e

scriptionarep


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ositivelyc

orrelate#.

outine

&orispositivelyrela

te#toanemphasis

onefficienc


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yasasy

stemoal.Theroutini!ationofthe&or-

o&allo&sfortheeffi

cienthan#lin


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oflaren

umbersofclientsatlo&cost/efficienc

ytherebybecomin

asystems


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oal.Effc

iencyisfacilitate#viatheformali!ation

ofreulationsan#c

arefulplannin


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oftheor

ani!ation.

ystem *oals r p

Emphasis on e effctiveness .$$ 0

Emphasis on effciency .'5 .1$

Emphasis on morale -.3) 0

Emphasis on ne& prorams -.$5 0

Tablein#icates

thattheorani!ation

alvariables#


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ereeofro

utinenessan#em

phasisonefficien

cyarerelate#8rJ.'

5;4thatstheonl


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ycoeffici

ent&hichispositiv

e.

1:


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4 (nalysis on %n#ian firms

4.1 %n#ian *ro&th

%n 1771/ %n#ia a#opte# liberal an#free-maret principles an# liberali!e#its economy to international tra#eno& the economy of %n#ia is thetenth-larest in the &orl# by nominal*+P an# the thir#-larest bypurchasin po&er parity. (s pointe#out by many stu#ies/ the successstory of %n#ia has not been base# on

stron ro&th in manufacturin8os&orth et al. 2$$);. %n fact/ %n#iaintro#uce# substantial pro#uct maretreforms in this sector since the mi#17"$s e6pectin lare pay-o s interms of hiher ro&th an#employment eneration. Theempirical evi#ence on the benefitsan# losses o&in to such reforms ismi6e#. The main factors #etermininro&th in %n#ian manufacturinector are4

hih #eree of heteroeneity#isplaye# amon firms evenin the same sector &hich is&i#esprea# 8across allsectors; an# persistent 8overtime;

evi#ence of coe6istence of#ifferent types of firms &ith#ifferent characteristics an#performance &ithin the samesector

relation bet&een e6portinactivities an# firmperformance surprisinly/ failsto fin# evi#ence of positiverelation bet&een the t&o

impact of + coul# not bei#entifie# as a sinificant


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factor

,iure #isplays the time series tren#of the ro&th rates of total value ofsales of firms an# total value ofoutput for selecte# sectors.

epresentin the micro an# themacro #ata/ the ure con rms thepotential of the micro #ata to replicatethe properties observe# in theareate tren#.

1)


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T

heanalysisraises

>uestionsonthefir

mlevelcharacteristics&hich#et


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erminesth

ero&thoffirmsovertime.

Profitabil

ity

Table 5reportstheO

Trabalho r is Cos

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