Benchmarking: An International Journal

Olympia Kyriakidou; Julie Gore

2005 Benchmarking: An International Journal

doi: 10.1108/14635770510600320

Purpose – To provide positive benchmarking examples of hospitality, tourism and leisure small management enterprises in the area of organizational culture. Design/methodology/approach – Extreme case sampling was used; locating information‐rich key informants or critical cases. A total of 89 small businesses were researched including hotels (and guest houses), restaurants, pubs, visitor attractions and leisure opportunities. Findings – Semi‐structured interviews were analysed using an iterative approach based on the assumptions of Argumentation Theory. Results suggest that best‐performing small to medium‐sized (SME) operations in the hospitality, tourism and leisure industry share certain elements of culture including: supporting values such as building the future together, cooperative setting of missions and strategies, development of teamwork and organizational learning. Research limitations/implications – The research completed is illustrative of positive benchmarking elements of organizational culture. Further research, however, could also look at negative features which may hinder the success of hospitality, tourism and leisure industry SMEs. Practical implications – The work provides clear suggestions for hospitality, tourism and leisure industry SMEs to improve managerial practice, focusing on five main cultural dimensions: organizational performance, teamwork, building the future together, building the ability to learn, and collaborative setting of strategies. Originality/value – This paper begins to fill the gap of a very under‐researched area: benchmarking organizational culture in hospitality, tourism and leisure industry SMEs. Both academics and practitioners will find it very illuminating.

Ruth B. McKay; Ed Chung

2005 Benchmarking: An International Journal

doi: 10.1108/14635770510600339

Purpose – To propose a conceptual framework that facilitates the benchmarking of strategic processes necessary for entrepreneurial survival and success. Design/methodology/approach – Drawing on extant literature on entrepreneurial survival, this paper considers the chaotic and emergent nature of the entrepreneurial organization and how benchmarking can contribute to a newly established firm's chances for survival and prosperity. The paper incorporates the concept of a sustainable competitive advantage in the discussion, and offers organizational culture as being the imperfectly imitable element which will contribute to the entrepreneurial firm's success. Findings – Four key processes are identified that contribute to entrepreneurial viability – cooperation, sharing founder's vision, time management, and developing organizational competencies – and suggestions are offered for developing appropriate benchmarks for these processes. The paper also highlights two instruments that may be useful in this endeavor. Research limitations/implications – The paper draws attention to the usefulness of benchmarking processes and not just metrics in fostering entrepreneurial survival. Key processes are identified, and suggestions are provided for researchers to begin work on developing the necessary benchmarks. Practical implications – The paper not only offers a theoretical discussion of the usefulness of benchmarking processes as opposed to focusing only on outcomes, but also helps the practitioner to implement such benchmarking activities by highlighting practical instruments for this purpose. Originality/value – This paper brings to bear literature from several streams of research. It takes benchmarking from its metric‐oriented focus to a more process‐focused approach, and applies it in the context of entrepreneurial survival.

Melissa Conley Tyler

2005 Benchmarking: An International Journal

doi: 10.1108/14635770510600348

Purpose – This paper aims to examine the use of benchmarking as a management technique in the Australian non‐profit sector. Benchmarking has great potential benefit for the non‐profit sector, particularly given the reliance of non‐profit enterprises on effectively utilizing human capital; thus it might be expected that they would be enthusiastic about techniques such as benchmarking that can assist them in improving their performance. The non‐profit sector is a large and important part of the economy in the developed world. Design/methodology/approach – To determine the use of benchmarking in the Australian non‐profit sector, the following methods were used: a review of published industry surveys and case studies; interviews with 15 non‐profit sector experts; and a review of more than 50 works on non‐profit management. Findings – Research showed that benchmarking has been little used by non‐profit organizations in Australia to date. This seems to mirror the experience of non‐profits in other countries. Research limitations/implications – The paper argues that the limited use of benchmarking in the non‐profit sector can be explained by: non‐profit management culture; lack of industry and funder pressure; and a lack of targeted information on benchmarking for the non‐profit sector. Any efforts to increase the use of benchmarking in the sector would need to ensure that these issues are overcome. Practical implications – A plan of action is suggested for promoting benchmarking to non‐profit organizations. Originality/value – The paper assesses the use of a standard management technique in the emerging area of non‐profit management. It should be of interest to those researching or managing in the Australian non‐profit sector. The paper may also be of interest to the non‐profit sector or human capital sector in other countries.

Kellyann Berube Kowalski; Jennifer Ann Swanson

2005 Benchmarking: An International Journal

doi: 10.1108/14635770510600357

Purpose – To provide a framework of critical success factors for practioners and employers looking to develop new or enhance existing telework programs. Design/methodology/approach – This paper focuses on benchmarking the remote work arrangement of telecommuting. The issues of teleworking, including the benefits and challenges of such arrangements, are presented and reviewed. Based on a review of the teleworking literature, the authors have developed a framework that specifies the critical success factors that are instrumental in implementing or improving a teleworking program. Findings – The authors put forward a framework of the critical success factors including support, communication, and trust that are instrumental in developing telework programs. In order to address both macro and micro levels of analysis, the framework outlines critical success factors at the organizational, managerial, and employee level. Practical implications – In the information age, with rapid advances in technology and telecommunication systems, a teleworking program is not only a possibility, but also a smart strategic business decision. This paper provides a useful framework for organizations to employ when developing new or enhancing existing telework arrangements. Originality/value – By focusing on benchmarking the teleworking process, this paper provides a new and structured approach in the development of telework programs.

Matthew H. Roy; Sanjiv S. Dugal

2005 Benchmarking: An International Journal

doi: 10.1108/14635770510600366

Purpose – To introduce a conceptual model for increasing the likelihood that gainsharing plans will be successfully implemented. Design/methodology/approach – The literature on gainsharing plans is rich in descriptions of how individual cases were successful or unsuccessful owing to various situational variables. Research on the effects gainsharing plans have on organizational effectiveness is much needed. The present paper builds on current research by providing a general model of factors that determine whether a particular gainsharing effort will increase organizational effectiveness. A review of the empirical literature provides support for the model presented. Findings – Gainsharing can be an important and successful intervention for many organizations. The keys to success are involving all stakeholders in the development of the plan, developing an easy to understand formula for sharing gains, maintaining transparency, and ensuring that the plan's goals are in line with the organization's goals. Originality/value – Develops a conceptual model which can be used by many organizations in an attempt to use gainsharing as a means to increase organizational effectiveness. Considerations for future research are discussed.

Rajendar K. Garg; Jun Ma

2005 Benchmarking: An International Journal

doi: 10.1108/14635770510600375

Purpose – To show differences in organizational performance, management style and systems, resulting from cultural differences in three organizational types: foreign‐owned, joint ventures, and Chinese‐owned and operated. Design/methodology/approach – A survey method was used to assess the management systems, leadership and styles within the cultural contexts of the three types of organizations using Hofstede's four cultural dimensions. Organizational performance was measured using balanced scorecard method and factors suggested by other authors. Performance measures were compared across the three types of organizations. Findings – Foreign‐owned and operated companies performed significantly better than their joint venture (JV) and Chinese‐owned and operated organizations as measured by financial perspective, customer perspective, internal business perspective, innovation and learning perspective and technological assessment. There was clear evidence of benchmarking among Chinese‐owned and operated organizations, learning from JVs and FOOs. Research limitations/implications – This study used only managers who had a minimum of five years' experience. The study also did not entertain cross‐breeding management styles. Practical implications – Provides useful information about benchmarking patterns being used by Chinese owned and operated organizations. As the blending of cultures in global organizations continues, learning organizations benchmark not only process technologies but also management systems, leadership and styles. Originality/value – The paper clearly provides a direct comparison among the three types of organizations operating in the Chinese cultural context. The methodology used is a blend of different approaches to ensure comprehensive assessment of organizational culture and performance.

Marja Flory

2005 Benchmarking: An International Journal

doi: 10.1108/14635770510600384

Purpose – To critically analyze why the implementation of self‐managed teams often leads to disappointment. Design/methodology/approach – The methodology used is qualitative. It is based on the theory of microstoria (Boje) and entails in‐depth interviews and dialogue to collect data. Findings – The introduction of the new concept (self‐managed teams) did not start an intensive management discourse. Management largely discussed the concept and decided to implement it, without consulting the employees who had to work with the concept. This led to misunderstandings and resistance to the concept of self‐managing. Research limitations/implications – The research was conducted in only two organisations. Practical implications – The primary reason why the concept was poorly implemented was that management did not understand the process of shared meaning. Creating a proper “dialogue” is important for implementing new management concepts. Originality/value – This paper offers a social constructionist point of view to critically evaluate new management concepts such that they do not become fads.