|Table 5.4:|TANZANIA, Proportion of observations with missing val<br>variables by key IC determinants|ues in production function (PF)<br>Proportion of Establishments with:|
|---|---|---|
|||comlete information<br>at least one missin|
|Key IC variab|les|p<br>on PF variables<br>g<br>value in PF variables|
|<br>Whole sample||44.8<br>55.2|
|1. Generator|Establishmentsnot using owngenerator|44.9<br>55.1|
||Establishments using own generator|45.1<br>54.9|
|2. Power outage|s<br>Establishments that donot experience poweroutages|42.1<br>57.9|
||Establishments experiencing power outages|45.7<br>54.3|
|3. Water outage|s<br>Establishments that donot experiencewateroutages|42.5<br>57.5|
||Establishments experiencing water outages|50.4<br>49.6|
|4. E-mail|<br>Establishments that donot use e-mail|43.2<br>56.8|
||Establishments using e-mail|46.4<br>53.6|
|5. Web page|<br>Establishments that donot useweb page|43.4<br>56.6|
||Establishments using web page|50.0<br>50.0|
|6. Informality (I)|<br>Establishmentsreporting allsales toIRS authorities|45.6<br>54.4|
||Establishments that hide some share of sales from IRS|44.3<br>55.7|
|7. Informality (II|)<br>Establishments reportingall workforce to IRS authorities<br>Establishments that hide some share of workforce to IRS||
|8. Corruption (I)|<br>Establishments that do notpaybribes to deal with bureaucracy|41.3<br>58.7|
||Establishmentspayingbribes to deal with bureaucracy|50.0<br>50.0|
|9. Corruption (II|)<br>Establishments that do notpaybribes to obtain contracts with thegov|42.8<br>57.2|
||Establishmentspayingbribes to obtain contracts with thegovernment|54.2<br>45.8|
|10. Crime|Establishments that do not suffer losses due to crime|58.9<br>41.1|
||Establishments sufferinglosses due to crime|0.0<br>0.0|
|11. Security|Establishments without securityexpenses|45.0<br>55.0|
||Establishments with securityexpenses|47.6<br>52.4|
|12. Loan|Establishments without access to a loan|51.8<br>48.2|
||Establishments with access to a loan|61.0<br>39.0|
|13. Credit line|Establishments without access to a credit line|42.1<br>57.9|
||Establishments with access to a credit line|50.2<br>49.8|
|14. Auditory|Establishments with annual statements reviewed byexternal auditory|32.7<br>67.3|
||Establishments without annual statements reviewed byexternal auditory|48.9<br>51.1|
|15. Innovation|Establishments without ISO certification|43.4<br>56.6|
|(I)|Establishments with ISO certification|57.6<br>42.4|
|16. Innovation|Establishments that do not introduce newproducts|44.9<br>55.1|
|(II)|Establishments introducingnewproducts|47.0<br>53.0|
|17. Innovation|Establishments that do not introduce new technologies|48.3<br>51.7|
|(III)|Establishments introducingnew technologies|39.9<br>60.1|
|18. Training|Establishments that do notprovide training|44.5<br>55.5|
||Establishmentsprovidingtraining|47.9<br>52.1|
|19. Manager|Managers with less than a universityeducation||
|<br>skills|Managers with more than a universityeducation||
|20. Exporting|Establishments that do not export|44.6<br>55.4|
|activity|Establishments exporting|51.6<br>48.4|
|21. FDI inflows|Establishments that do not receive FDI inflows|43.9<br>56.1|
||Establishments receivingFDI inflows|47.5<br>52.5|
|22. Incorporated|<br>Establishments not in an incorporated company|45.1<br>54.9|
|<br>company|<br><br>Establishments in an incorporated company|38.1<br>61.9|
|23. Holding|Establishments not in a holding|46.4<br>53.6|
||Establishments in a holding|33.3<br>66.7|
|24. Capacity|Establishments that do not use all their capacity|45.5<br>54.5|
|utilization|Establishments usingall their capacity|36.1<br>63.9|

Within production function variables we include labor (labor cost), capital, sales and materials. Source: Authors calculations with IC data.

The case of Turkey is represented in Tables 5.2. The patterns are similar to those observed in India. TPower outages experienced, e-mail usage, informalities and corruption are good indicators of the pattern of missing values. Again the proportion of missing values within firms having access to credit and to an external auditory is larger relative to those that do not, which all corroborates the explanation of accountability as a determinant of the MDM. Other variables with important 33