创新与感知腐败:印度企业层面的分析

IF 1.4 3区社会学 Q2 INTERNATIONAL RELATIONS

Business and Politics Pub Date : 2022-01-19 DOI:10.1017/bap.2021.20

Nabamita Dutta, S. Kar, H. Beladi

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引用次数: 4

摘要

当涉及到印度公司创新的可能性时，人们对腐败的感知障碍对它们有影响吗?我们利用世界银行企业调查公司层面的数据表明，印度企业的腐败观念每上升一个单位，创新率就会降低约1%。这一结果在政策实施方面很重要，因为最近的研究表明，感知到的障碍会影响企业创新的可能性。在大大小小的腐败都很猖獗的印度，这种分析是缺失的。我们的研究结果进一步表明，只有当企业也认为腐败是不好的时候，对金融障碍的看法才会起作用。获得信贷的感知困难与腐败感知相结合，使创新的可能性降低了4%。对于企业的非金融感知障碍也是如此。结果仍然是稳健的替代识别策略。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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Innovation and Perceived Corruption: A Firm-Level Analysis for India

Abstract Do perceived obstacles about corruption matter for Indian firms when it comes to their probability to innovate? Using World Bank Enterprise Survey firm-level data, we show that a unit rise in corruption perception of firms in India lowers innovation rate by about 1 percent. The result is important in terms of policy implementation because recent studies have shown that perceived obstacles can affect firms’ probability to innovate. Such analysis is missing in the Indian context where both big and petty corruption is rampant. Our results further show that perceptions about financial barriers matter only when firms also view corruption to be bad. Perceived difficulty in accessing credit in conjunction with corruption perception lowers probability of innovation by 4 percent. This is also true for nonfinancial perceived obstacles of firms. The results remain robust to alternate identification strategies.

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来源期刊

Business and Politics Social Sciences-Political Science and International Relations

CiteScore

3.60

自引率

16.70%

发文量

期刊介绍： Business and Politics solicits articles within the broad area of the interaction between firms and political actors. Two specific areas are of particular interest to the journal. The first concerns the use of non-market corporate strategy. These efforts include internal organizational design decisions as well as external strategies. Internal organizational design refers to management structure, sourcing decisions, and transnational organization with respect to the firm"s non-market environment. External strategies include legal tactics, testimony, lobbying and other means to influence policy makers at all levels of government and international institutions as an adjunct to market strategies of the firm.