Current position and future development of benchmarking

Andersen, Bjørn; Camp, Robert C.

doi:10.1108/09544789510098588

Cited by 20 publications

(18 citation statements)

References 2 publications

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“…The scale to measure Continuous Improvement was adapted from Ahire et al (1996) and Anderson and Camp (1995). The scale to measure Process Reengineering was adapted from Ahire et al (1996), Anderson and Camp (1995), and Powell (1995). The scale to measure Benchmarking was adapted from Ahire et al (1996), Anderson and Camp (1995) and Dew (1994).…”

Section: Methodsmentioning

confidence: 99%

An Integrative Framework for Measuring the Extent to which Organizational Variables Influence the Success of Process Improvement Programmes

Lok

Hung

Walsh

et al. 2005

J Management Studies

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Studies on the three types of process improvement programmes (Continuous Improvement, Reengineering and Benchmarking) have appeared many times in the literature. These studies suggest that certain organizational variables act as enablers and their presence or absence can significantly influence success rates. Such studies have tended to examine companies where a single programme has been implemented. In contrast, this paper examines a sample of companies who have experienced all three programmes. Our aim is to compare and contrast each programme's impact on firm performance and identify which organizational variables are common and which are programme-specific enablers of success. We build and test an integrative framework to support our analysis. Our study found that: (1) Reengineering delivered the greatest impact on performance; (2) executive commitment was needed to make this happen; (3) strategic alignment was the major influence on the success rate of Reengineering and Continuous Improvement programmes; and (4) employee empowerment was necessary for each programme to work effectively. Copyright Blackwell Publishing Ltd 2005.

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Section: Methodsmentioning

confidence: 99%

An Integrative Framework for Measuring the Extent to which Organizational Variables Influence the Success of Process Improvement Programmes

Lok

Hung

Walsh

et al. 2005

J Management Studies

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“…Practices have been given very high emphasis in recent years as the concern for a firm's success has shifted from comparing performance measures into determining best practices and what can Downloaded by [Laurentian University] at 03:40 05 June 2016 be achieved (Andersen and Camp 1995, Rogers et al 1995, Woodburn 1999, Smith 2000. To be world class means identifying the practices that can deliver superior performance across the whole business spectrum (MSU 1995).…”

Section: Management Practices and Competitivenessmentioning

confidence: 98%

Competitiveness of logistics service providers: a cross-national examination of management practices in China and the UK

Xiao-hong

2011

International Journal of Logistics Research and Applications

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This paper investigates the extent to which logistics service providers (LSPs) translate their visions of competitiveness into management practices. It is based on a comparative study conducted in both China and the UK. The results demonstrate that both Chinese and UK LSPs have established various management practices conducive to achieving competitiveness. These practices are related to different business and operational activities of an LSP. The results also reveal a fairly high degree of similarity between the UK and Chinese LSPs with regard to their perspectives and management practices, despite their different business contexts and backgrounds. There are, nevertheless, several areas in which the views of UK and Chinese LSPs diverge, which are likely to reflect differences in the development (age and the maturity) of the UK and Chinese LSPs concerned. This is the first comparative study of LSPs in China and the UK, and it provides insights as to how LSP managers pursue competitiveness in either developing or developed countries through initiating successful management practices, and also suggests that it is important for LSP managers to establish a good understanding of their international counterparts in the competition, particularly in today's globalised world, in which more and more LSPs have extended their supply chain management to leverage value from a truly world marketplace.

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“…According to the American Productivity and Quality Center, competitive benchmarking aims to measure organizational performance relative to the performance of competing organizations and consists of an ordered sequence of steps (Andersen and Camp, 1995;Hokey et al, 1997;Rogers et al, 1995). Benchmarking is not complicated, but seems initially difficult for managers to learn from others.…”

Section: Literature Reviewmentioning

confidence: 99%