Mortality Risks, Health Endowments, and Parental Investments in Infancy: Evidence from Rural India

This paper examines whether increased background mortality risks induce households to make differential health investments in their high- versus low-endowment children. We argue that increases in background mortality risks may disproportionately affect the survival of the low-endowment sibling, consequently increasing the mortality gap between the high- and low-endowment siblings. This increase in mortality gap may induce households to investment more in their high endowment children. We test this hypothesis using nationally representative data from rural India. We use birth size as a measure of initial health endowment, immunization & breastfeeding as measures of childhood investments and infant mortality rate in the child’s village as a measure of mortality risks. We find that in villages with high mortality risks, small-at-birth children in a family are 6 - 17 percent less likely to be breastfed or immunized compared to their large-at-birth siblings. In contrast, we find no significant within family differences in investments in villages with low mortality risks.

Organizational Design and Control across Multiple Markets: The Case of Franchising in the Convenience Store Industry

Many companies operate units which are dispersed across different types of markets, and thus serve significantly diverging customer bases. Such market-type dispersion is likely to compromise the headquarters' ability to control its local managers' behavior and satisfy the divergent needs of different types of customers. In this paper we find evidence that market-type dispersion is an important determinant of delegation and the provision of incentives. Using a sample of convenience store chains, we show that market-type dispersion is related to the degree of franchising at the chain level as well as the probability of franchising a given store within a chain. Our results are robust to alternative definitions of market-type dispersion and to other determinants of franchising such as the stores' geographic distance from headquarters and geographic dispersion. Additional analyses also suggest that chains that do not franchise at all, may cope with market-type dispersion by decentralizing operations from headquarters to their stores, and, to a weaker extent, by providing higher variable pay to their store managers.Control, Market Dispersion, Decentralization, Incentives, Franchising, Retailing