This study examines an initiative by a large multinational garment retailer (H&M Group) to increase wages at its supplier factories by intervening in their wage-related management practices. Difference-in-differences estimates based on eight years of data from over 1,800 factories show that the interventions were associated with an average real wage increase of approximately 5% by the third year of implementation. Our estimates suggest that the intervention-associated wage increase was many times greater than if the retailer's cost for the program was instead paid directly to affected workers. We find that the wage effects were driven by factories with relatively poorer supplier ratings and do not find significantly different wage effects depending on the presence of trade unions. We also examine several nonwage outcomes such as factory orders, supplier price competitiveness, overtime pay, and total employment to probe the mechanisms underlying the wage increases. These findings offer new evidence on corporate social impact in global supply chains.

中文翻译：

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评估公司的社会影响：来自供应链管理控制干预以增加工人工资的证据

本研究考察了一家大型跨国服装零售商 (H&M Group) 采取的一项举措，即通过干预供应商工厂与工资相关的管理实践来提高其工资。基于来自 1,800 多家工厂的八年数据的差分估计表明，到实施的第三年，干预措施使实际工资平均增长约 5%。我们的估计表明，与干预相关的工资增长比零售商直接向受影响的工人支付该计划的成本高很多倍。我们发现工资效应是由供应商评级相对较差的工厂驱动的，并且根据工会的存在没有发现显着不同的工资效应。我们还检查了一些非工资结果，例如工厂订单、供应商价格竞争力、加班费和总就业人数，以探究工资增长的潜在机制。这些发现为全球供应链中的企业社会影响提供了新证据。