TY - JOUR
T1 - An empirical analysis of lead benchmarking and performance measurement
T2 - Guidance for qualitative research
AU - Anderson, Karen
AU - McAdam, Rodney
N1 - Copyright:
Copyright 2005 Elsevier B.V., All rights reserved.
PY - 2005
Y1 - 2005
N2 - Purpose - This aim of this paper is to explore the understanding and use of lead benchmarking and performance measurement as a possible means of achieving increased organisational change. Design/methodology/approach - An empirical research methodology is used to survey 800 UK organisations, with 157 responses, in relation to their approach to lead benchmarking and performance measurement. A working definition of lead benchmarking and performance measurement is developed within the paper. Findings - The findings indicate that new lead, forward looking, predictive benchmarks will need to be developed to support lead benchmarking and performance measurement activities. Furthermore, it was found that currently larger organisations are more likely to adopt these practices, with considerable variation across organisational sectors. Originality/value - Focuses on ensuring that benchmarking and performance measurement remain at the leading edge of organisational change rather than becoming adhoc business improvement initiatives.
AB - Purpose - This aim of this paper is to explore the understanding and use of lead benchmarking and performance measurement as a possible means of achieving increased organisational change. Design/methodology/approach - An empirical research methodology is used to survey 800 UK organisations, with 157 responses, in relation to their approach to lead benchmarking and performance measurement. A working definition of lead benchmarking and performance measurement is developed within the paper. Findings - The findings indicate that new lead, forward looking, predictive benchmarks will need to be developed to support lead benchmarking and performance measurement activities. Furthermore, it was found that currently larger organisations are more likely to adopt these practices, with considerable variation across organisational sectors. Originality/value - Focuses on ensuring that benchmarking and performance measurement remain at the leading edge of organisational change rather than becoming adhoc business improvement initiatives.
KW - Benchmarking
KW - Performance measurement (quality)
UR - http://www.scopus.com/inward/record.url?scp=17744388124&partnerID=8YFLogxK
U2 - 10.1108/02656710510591200
DO - 10.1108/02656710510591200
M3 - Article
AN - SCOPUS:17744388124
VL - 22
SP - 354
EP - 375
JO - International Journal of Quality and Reliability Management
JF - International Journal of Quality and Reliability Management
SN - 0265-671X
IS - 4
ER -