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Benchmarking in the UK: an empirical study of practitioners and academics

Benchmarking in the UK: an empirical study of practitioners and academics Presents the results of a study undertaken to investigate the status of benchmarking within the UK. Results from primary research show that some very successful projects have been undertaken, and that levels of interest among practitioners is high. Presents evidence of the impact of benchmarking projects on performance improvement, and identifies the critical factors for transfer of best practices between organizations. Results also reveal, however, that benchmarking may not be so well established as has been suggested within the literature. Presents evidence to show current trends, which reveal that many projects are narrowly focused, may be wrongly selected, and may miss vital opportunities for improvement. Identifies four areas for future discussion and research. These consider the important areas of the link between benchmarking and the strategic planning process, the development of customer benchmarking methods, the critical factors for transferring best practices across organizations, and the adaptation to post-modern attitudes to benchmarking. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Benchmarking: An International Journal Emerald Publishing

Benchmarking in the UK: an empirical study of practitioners and academics

Benchmarking: An International Journal , Volume 7 (2): 20 – May 1, 2000

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
1463-5771
DOI
10.1108/14635770010322324
Publisher site
See Article on Publisher Site

Abstract

Presents the results of a study undertaken to investigate the status of benchmarking within the UK. Results from primary research show that some very successful projects have been undertaken, and that levels of interest among practitioners is high. Presents evidence of the impact of benchmarking projects on performance improvement, and identifies the critical factors for transfer of best practices between organizations. Results also reveal, however, that benchmarking may not be so well established as has been suggested within the literature. Presents evidence to show current trends, which reveal that many projects are narrowly focused, may be wrongly selected, and may miss vital opportunities for improvement. Identifies four areas for future discussion and research. These consider the important areas of the link between benchmarking and the strategic planning process, the development of customer benchmarking methods, the critical factors for transferring best practices across organizations, and the adaptation to post-modern attitudes to benchmarking.

Journal

Benchmarking: An International JournalEmerald Publishing

Published: May 1, 2000

Keywords: Continuous improvement; Organizational effectiveness; United Kingdom

References