An empirical analysis of lead benchmarking and performance measurement: Guidance for qualitative research
International Journal of Quality & Reliability Management
ISSN: 0265-671X
Article publication date: 1 May 2005
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.
Keywords
Citation
Anderson, K. and McAdam, R. (2005), "An empirical analysis of lead benchmarking and performance measurement: Guidance for qualitative research", International Journal of Quality & Reliability Management, Vol. 22 No. 4, pp. 354-375. https://doi.org/10.1108/02656710510591200
Publisher
:Emerald Group Publishing Limited
Copyright © 2005, Emerald Group Publishing Limited