Jonathan Haskel and Raffaella Sadun
We explore the effects of planning regulation on the UK retail sector between 1997 and 2003 using micro-data from the UK census. We document a shift to smaller shops following a 1996 regulatory change that increased the costs of opening large stores. Our analysis suggests that total factor productivity (TFP) of multi-store retail chains fell after the introduction of the reform due to the reduction in store size. Overall, the reduction in store size was associated with TFP of retail chains falling by 0.4% per annum, or 40% of the post-1995 slowdown in UK retail TFP growth.
Keywords: Governing Rules, Regulations, and Reforms;
Growth and Development;
Economic Slowdown and Stagnation;
Management Analysis, Tools, and Techniques;
Haskel, Jonathan, and Raffaella Sadun. "Regulation and UK Retailing Productivity: Evidence from Microdata." Economica (September 2011).
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| HBS Case Collection
(Revised January 2014)
Henry Schein: Doing Good by Doing Well?
Rebecca Henderson, Raffaella Sadun, Aldo Sesia and Russell Eisenstat
Henry Schein Inc., a distributor of supplies to dentist, physician, and veterinary practices, had sales approaching $9 billion and employed nearly 16,000 people. The company had experienced impressive growth under the leadership of Stanley Bergman and his executive team, many of whom had been with Schein for decades. Besides organic growth, the company relied heavily on acquiring small family-owned businesses to grow, both inside the U.S., and abroad. Bergman and his team invested a great deal of their time on building and sustaining a culture based on care and respect and considered it pivotal to the company's success and a key competitive advantage.
The case explores the principles behind Schein's culture and presents challenges to maintaining the culture as the company continues to expand internationally, including its goal to be the first national distributor of dental supplies in China. At the same time, Schein was evolving from being primarily a logistics company with a value-added services component to becoming a company with a primary focus on value-added services and the sale of specific products that the company might need to manufacture directly.
As Schein moved into new market segments and new executives were brought in, a new challenge to the culture would be posed.
Mergers ＆ Acquisitions;
health care industry;
Healthcare Logistics Industry;
Selection and Staffing;
Corporate Social Responsibility and Impact;
Medical Devices and Supplies Industry;
| HBS Working Paper Series
Managing the Family Firm: Evidence from CEOs at Work
Oriana Bandiera, Andrea Prat and Raffaella Sadun
Keywords: Performance Productivity;
Managing Firms in an Emerging Economy: Evidence from the Time Use of Indian CEOs
Keywords: Management Style;
Outcome or Result;
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