An empirical analysis of lead benchmarking and performance measurement: Guidance for qualitative research

Karen Anderson, Rodney McAdam

    Research output: Contribution to journalArticlepeer-review

    16 Citations (Scopus)

    Abstract

    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.

    Original languageEnglish
    Pages (from-to)354-375
    Number of pages22
    JournalInternational Journal of Quality and Reliability Management
    Volume22
    Issue number4
    DOIs
    Publication statusPublished - 2005

    Bibliographical note

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

    Keywords

    • Benchmarking
    • Performance measurement (quality)

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