The development of a concept of lead performance measurement and benchmarking

Abstract

In order for organisations to survive in dynamic and turbulent environments, they tend to seek new ways to enhance operational and strategic effectiveness. This thesis suggests firstly taking existing incremental organisational performance measurement and benchmarking approaches, investing in them and developing them to their full potential in line with market conditions. Secondly combining these approaches and taking them a step further, by re-conceptualising them to address turbulent changes in the market and operational conditions, therefore developing a radical concept of lead performance measurement and benchmarking. A three-phase rigorous research design framework was used in order to refine, develop and further build the concept of lead performance measurement and benchmarking. Results suggest that organisations are showing signs of the use of lead performance measurement and benchmarking, with some organisations more mature than others. Results also suggest that the use and application of lead performance measurement and benchmarking is indeed on the future agenda of organisations. Results from multiple and cross comparative case analysis led to the development of a final conceptual framework of lead performance measurement and benchmarking, supported by subsequent sub-conceptual frameworks and a long term value creation matrix.

Date of Award	1 Jan 2006
Original language	English
Supervisor	Rodney McAdam (Supervisor)