If the term ICA does not mean anything to you, you have not been paying much attention to development policy in recent years. The acronym refers to Investment Climate Assessment, and it has been the latest rage at the World Bank. It is essentially a survey of enterprises that asks a host of detailed questions about both the characteristics of their operation and the main constraints they face. The Bank now has a new Investment Climate Unit that maintains and analyzes these surveys, which have been carried out in more than 30 countries.
In the words of the Bank:
Work to improve the investment climate is recognized as a key pillar of World Bank Group efforts to promote economic growth and poverty alleviation in developing countries. ICAs provide a standardized way of measuring and comparing investment climate conditions in a country; replacing a number of varying and sometimes ad hoc methodologies of the past. They are envisioned by the World Bank Group’s Private Sector Development Strategy as a systematic means to “allow i) better identification of the features of the investment climate that matter most for productivity and hence income growth, especially for poor men and women, ii) tracking of changes in the investment climate within a country, and iii) comparison of countries or Regions within countries.”
As the quote makes clear, these surveys are used increasingly to diagnose the main constraints facing firms and to identify policy reform priorities. If, for example, firms in country A complain most about the cost of finance while in B they complain about a skill shortage, this is taken as an indication country is constrained by poor access to finance while country B is constrained by poor human capital.
Sounds reasonable enough, right? Unfortunately, it’s not so straightforward. Inferences of this kind are quite likely to be wrong, and policy priorities based on what an existing sample of firms reports as major headaches are almost certainly biased.
To see why, you need to think in general-equilibrium terms and understand that the type of firms and operations that exist in an economy already reflects that economy’s constraints. In particular, the more binding the constraint with respect to a certain trait, the less likely it is that firms that depend on that trait will survive and prosper. And those firms that populate the sample will be those that either do not depend on that trait or have found some special way of getting around it. If I have little need for, say, public infrastructure, I am unlikely to report that its sorry state is a big deal for me. After all, if I depended on public infrastructure, I would not have lasted long. And this even if public infrastructure is the true binding constraint for the economy in the sense that a major improvement would unleash significant new entry and investment.
Or think of it this way. Whether the lack of X is a big headache for firms depends both on the severity of the constraint associated with X in general and on the importance of X to existing firms. As the constraint becomes more severe, the first factor becomes more important while the second becomes less. The net effect is ambiguous.
You may think this is all academic hairsplitting, but it’s not. Consider South Africa for example. A lot of people think that one of the most severe constraints that the economy faces is the high cost of labor (in dollar terms). This constraint finds reflection in a very high unemployment level and the weakness of the non-resource based tradables sector. Yet when the World Bank carried out an ICA recently, it found that firms complained mostly about lack of skills and about macroeconomic instability.
I think the explanation is that the structure of South Africa’s private sector already reflects the fact that one does not make money by operating a labor-intensive activity. So instead what you have is a bunch of skill- and capital-intensive enterprises in finance and other service industries, as well as in manufacturing, complaining about what matters not to the economy as a whole but to them specifically.
The bottom line? Surveys can be immensely useful if used intelligently, but identifying binding constraints requires a lot more than just asking firms.
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