From knowledge to action: the impact of benchmarking on organizational performance

Drew, Stephen

doi:10.1016/s0024-6301(97)90262-4

Cited by 201 publications

(141 citation statements)

References 6 publications

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“…The scale of organizational performance is adopted from Deshpande et al and Drew [52,53]. The measurement of organizational performance could be regarded as a variation of balance scorecard method by using global output measurement, such as profitability growth, cost saving and efficiency, market value created, and brand improvement.…”

Section: Organizational Performancementioning

confidence: 99%

The Influence of Perceived Corporate Sustainability Practices on Employees and Organizational Performance

2014

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Most previous studies on corporate sustainability (corporate social responsibility) practices tend to focus on external stakeholders and outcomes. However, the influence of CSR practices on employees remains largely unexplored. In this study, we examine the influence of CSR practices on employees" attitudes and behaviors. We investigate the mediation effect of employees" attitudes and behaviors on the relationship between CSR practices and organizational performance. The empirical results indicate that employees" perceptions of CSR practices have a positive impact on their organizational commitment and organizational citizenship behavior. The organizational citizenship behavior partially mediates the relationship between CSR practices and organizational performance, whereas organizational commitment indirectly mediates the relationship only through organizational citizenship behavior. This study also raises some important implications based on the empirical results.

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Section: Organizational Performancementioning

confidence: 99%

The Influence of Perceived Corporate Sustainability Practices on Employees and Organizational Performance

2014

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“…Trading Agent Competitions (TAC) challenge researchers to devise software agents for complex, uncertain environments such as supply chains (Arunachalam and Sadeh, 2005; and advertisement auctions (Jordan and Wellman, 2010), to benchmark them in direct competitions with each other, and to improve them iteratively. This practice has been found to foster creativity, improve learning, and facilitate innovation based on deep introspection (Garvin, 1993;Shetty, 1993;Drew, 1997).…”

Section: Related Workmentioning

confidence: 99%

Competitive Benchmarking: An IS Research Approach to Address Wicked Problems with Big Data and Analytics

Ketter

Peters

Collins

et al. 2016

MISQ

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Abstract. Wicked problems like sustainable energy and financial market stability are societal challenges that arise from complex socio-technical systems in which numerous social, economic, political, and technical factors interact. Understanding and mitigating them requires research methods that scale beyond the traditional areas of inquiry of Information Systems (IS) "individuals, organizations, and markets" and that deliver solutions in addition to insights. We describe an approach to address these challenges through Competitive Benchmarking (CB), a novel research method that helps interdisciplinary research communities to tackle complex challenges of societal scale by using different types of data from a variety of sources such as usage data from customers, production patterns from producers, public policy and regulatory constraints, etc. for a given instantiation.Further, the CB platform generates data that can be used to improve operational strategies and judge the effectiveness of regulatory regimes and policies. We describe our experience applying CB to the sustainable energy challenge in the Power Trading Agent Competition (Power TAC) in which more than a dozen research groups from around the world jointly devise, benchmark, and improve IS-based solutions.

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“…Competitor orientation can enhance a firm's competitive advantage by allowing it to benchmark with, learn from, imitate, and improve on the products of successful competitors (Drew, 1997;Day & Wensley, 1988). Unlike the long-term benefits of customer orientation, empirical research has produced widely divergent findings on the relationship between competitor orientation and organisational performance: Narver and Slater (1990) and Noble, Sinha, and Kumar (2002) identified a positive relationship between competitor orientation and organisational performance; Harrison-Walker (2001) discovered that no such relationship exists; Armstrong and Green (2007) and Armstrong and Collopy (1996) found the existence of a negative relationship; and Luo, Rindfleisch, and Tse (2007) claimed that there is a curvilinear relationship between the two.…”

Section: Competitor Orientationmentioning

confidence: 99%

The Mediating Effects of Customer and Competitor Orientations on New Product Success

Wong¹,

Tong²

2011

IJBM

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Market orientation, innovation, and new product success are receiving increasing attention from practitioners and scholars. Although producing new products is critical to the profitability of a firm and its long-term survival, it is a costly and risky business because of low success rates. The research on which this paper is based investigated key determinants of new product success from the perspective of team members responsible for developing new products. Findings from 217 respondents support the hypotheses that new product success is driven by cooperation between research and development and marketing. It was also found that customer and competitor orientations have a mediating effect on the association between research and development and marketing cooperation and new product success. The study contributes to the body of knowledge relating to new product success, marketing, and management. The findings provide information for managers involved in the development and marketing of new products, to help ensure their success. This will benefit both their organizations and the community at large.

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From knowledge to action: the impact of benchmarking on organizational performance

Cited by 201 publications

References 6 publications

The Influence of Perceived Corporate Sustainability Practices on Employees and Organizational Performance

The Influence of Perceived Corporate Sustainability Practices on Employees and Organizational Performance

Competitive Benchmarking: An IS Research Approach to Address Wicked Problems with Big Data and Analytics

The Mediating Effects of Customer and Competitor Orientations on New Product Success

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