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Costs, Capabilities, Conflict and Cash: The Problem of Technology and Sustainable Economic Growth in Pakistan

dc.contributor.authorMatthew McCartney
dc.date.accessioned2017-01-19T07:39:53Z
dc.date.available2017-01-19T07:39:53Z
dc.date.issued2016-09
dc.descriptionPP. 65–98en_US
dc.description.abstractGrowth in Pakistan has been surprisingly sustainable. GDP growth of 5 percent p.a. since independence and no recession since (at least) 1960 according to World Bank data represents a creditable performance when compared to all but the most successful developing countries. Pakistan has significantly transformed the structure of its economy during these same decades; in 1950 99 percent of its exports were agricultural goods and by the 1990s exports were largely manufactured goods. This very success indicates a growing constraint on sustaining growth into the future or the concern that Pakistan may be headed for a Middle Income Trap. Although there does exist scope for continued growth based on further structural changes - in particular the large number of people still employed in agriculture or the women not currently engaged in the labor force - for growth to be sustained a more intensive or productivity-oriented growth will be necessary. This paper first outlines the importance of productivity growth for sustaining GDP growth in Pakistan, then examines the historical and comparative productivity performance of Pakistan, and explores a number of case studies of successful technological change, particularly in South Asia, and finally attempts to draw some lessons for contemporary Pakistan.en_US
dc.identifier.urihttp://hdl.handle.net/123456789/15332
dc.language.isoenen_US
dc.publisher© Lahore School of Economicsen_US
dc.relation.ispartofseriesVolume 21;SE
dc.subjectTechnology Adoptionen_US
dc.subjectProductivityen_US
dc.subjectPolitical Economyen_US
dc.subjectPakistanen_US
dc.titleCosts, Capabilities, Conflict and Cash: The Problem of Technology and Sustainable Economic Growth in Pakistanen_US
dc.typeLearning Objecten_US

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