A critique of benchmarking and performance measurement: Lead or lag?

Karen Anderson, Rodney McAdam

    Research output: Contribution to journalReview articlepeer-review

    90 Citations (Scopus)


    This paper succinctly critiques the benchmarking literature and the performance measurement literature in regards to the novel concept of lead benchmarking as a possible means of achieving increased radical and innovative transformation in organizations. For the purposes of the paper, a working definition of lead benchmarking and performance measurement is: benchmarking and performance measurement, which focuses on analysing forward looking, predictive and future performance comparisons. This critique distinctly highlights that the currency of benchmarking and performance measurement needs a radical and indeed innovative transformation to adhere to the dynamics of the business environment. This critique raises various questions of interest. These issues will be investigated later through further research by conducting rich empirical research, whereby descriptions and explanations will be developed of the what, where, who, how and why of the benchmarking concept and the extent to which organizations carry out lead benchmarking.

    Original languageEnglish
    Pages (from-to)465-483
    Number of pages19
    Issue number5
    Publication statusPublished (in print/issue) - 2004

    Bibliographical note

    Copyright 2005 Elsevier B.V., All rights reserved.


    • Benchmarking
    • Performance measurement (quality)
    • Predictive process


    Dive into the research topics of 'A critique of benchmarking and performance measurement: Lead or lag?'. Together they form a unique fingerprint.

    Cite this