A Proper Mentality for Benchmarking

Ammons, David N.

doi:10.4324/9780429498411-27

Cited by 2 publications

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“…The analysis of the number of documents by country shows that the USA , the UK and Italy have the highest number of publications (Table 4). Instead, excluding the keywords searched, the most relevant authors' keywords highlight the key role of the BSC (Carmona and Gr€ onlund, 2003;Jacobs et al, 2018;Maran et al, 2018;Moullin, 2017;Radnor and McGuire, 2004;Sutheewasinnon et al, 2016;Wisniewski and Dickson, 2001), performance measures (Carmona and Gr€ onlund, 2003;Gerald, 2009), benchmarking (Ammons, 1999;Ammons and Rivenbark, 2008;Bowerman et al, 2002;Salhieh and Singh, 2003), service delivery through public-private partnerships (Boyer, 2016;Negoita, 2018) and accountability (Bawole and Ibrahim, 2016;Brodkin, 2008;Diggs and Roman, 2012). The BSC was investigated in relation to the need to create a set of internal and external balanced performance measures (Carmona and Gr€ onlund, 2003) and the need to shed light on how a "new" PMS could be developed (Conaty, 2012;Sutheewasinnon et al, 2016) for improved success (Newcomer and Caudle, 2011).…”

Section: Resultsmentioning

confidence: 99%

Performance measurement and management in the public sector: state of the art and research opportunities

Garengo

Sardi

2020

IJPPM

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PurposeSince the 1980s, performance measurement and management (PMM) has been described as an essential element of new public management (NPM) reforms. The purpose of this paper is to provide an overview of the current state of the art and future research opportunities for PMM in public sector management.Design/methodology/approachThe paper carried out a bibliometric literature review using two main techniques named (1) performance analysis and (2) science mapping techniques. It investigated the academic research area describing the main publications' trend, the conceptual structure and its evolution from 1996 to 2019.FindingsThe results highlighted the growing relevance of PMM research in public organisations and confirmed a great interest of the business, management and accounting literature on PMM in public sector management. Furthermore, the results also described a conceptual structure of the public PMM literature analysed and its evolution being too generic to answer public organisations' needs. The results identified five main research gaps and research opportunities.Originality/valueAlthough the adoption of rigorous bibliometric techniques was recognised as being useful for assessing the academic research study, the paper describes the business, management and accounting literature contributing to new theoretical and practical future opportunities.

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Section: Resultsmentioning

confidence: 99%

Performance measurement and management in the public sector: state of the art and research opportunities

Garengo

Sardi

2020

IJPPM

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“…Benchmarking identifies a reference point for comparing or measuring purposes. It allows us to measure the gap between where we are and where we want to be, furthermore, tracking the progress while closing the gap (Ammons, 1999). In addition, benchmarking consists of first understanding one's own internal processes, and later search for the best practices in other peer organizations.…”

Section: Introductionmentioning

confidence: 99%

Benchmarking of academic departments using data envelopment analysis (DEA)

Alam

González

Raman

2022

JARHE

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PurposeThe main objective of the paper is to develop an investment model using data envelopment analysis (DEA) that provides a decision-making framework to allocate resources efficiently, such that the relative efficiency is improved within an available investment budget.Design/methodology/approachFirstly, DEA models are used to evaluate the efficiency of the departments relative to their peers and providing benchmarks for the less efficient departments. Secondly, the inefficiencies in departments are identified. Finally, for the less efficient departments, a decision-support system is introduced for optimizing resource allocation to improve efficiency.FindingsFive of the 18 academic departments were determined to be inefficient, and benchmark departments were found for those departments. The most prevalent causes for inefficiency were the number of undergraduate students per faculty and the number of graduate students. Results from the investment model for department 12 suggest increasing the number of faculty by 2 units and H-Index by 0.5 units, thereby, improving the relative efficiency of the department by 6.8% (88%–94%), using $290,000 out of $500,000 investment budget provided.Originality/valueWhen an investment budget is available, no study has used DEA to develop a decision-support framework for resource allocation in academic departments to maximize relative efficiency.

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A Proper Mentality for Benchmarking

Cited by 2 publications

References 0 publications

Performance measurement and management in the public sector: state of the art and research opportunities

Performance measurement and management in the public sector: state of the art and research opportunities

Benchmarking of academic departments using data envelopment analysis (DEA)

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