A benchmarking tool for change management

Clarke, Angela; Manton, Stan

doi:10.1108/14637159710192293

Cited by 16 publications

(8 citation statements)

References 3 publications

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“…But Harrington (1995) also noted that the concept of a process could encompass more than just production components and include administrative components such as bureaucracy. This observation is echoed by Clarke et al (1997) where the process of change, instigated by production benchmarks, must itself be benchmarked so as to achieve superior change management. Anderson and McAdam (2004) also resolved benchmarking into lead or lag components: being respectively, a predictive or reflective contribution to organisational improvement so as to address earlier recognised shortcomings where sole focus on historical perspectives may result in conflict if new strategies rely on old measures (Bourne et al, 2000).…”

Section: A Functional Approach To Benchmarkingmentioning

confidence: 99%

A theory of benchmarking

Moriarty

2011

Benchmarking: An International Journal

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Background: Benchmarking is a well established and respected mechanism that contributes to organisational improvement. Its epistemology demonstrates it to be theoretically underdetermined with literature focusing on pragmatism and praxis. Benchmarking's critics hold it to be a-theoretical; failing to provide its practitioners with a reliable basis for distinguishing between effective and ineffective efforts. Purpose: To review Benchmarking's epistemology and identify the necessary or sufficient methodological elements contributing to its effectiveness and to establish them within an acceptable theoretical framework. Approach: A causal approach is applied to the objectives of organisational benchmarking's current definitions and implementation frameworks. The resulting theoretical framework is then validated against current exemplary benchmarking praxis to explain its effectiveness and satisfy historical criticisms. Central to the approach is the application of supervenience and entailment relationships between benchmarking parties within the umbrella of Peircean Causation to determine the feasibility of a benchmarking proposition. Findings: Benchmarking's a priori effectiveness (sufficiency) can be established from an organisational axiom and five logical conditions. This research establishes a new encompassing definition of benchmarking reduces its typology to a single consistent form and establishes an Effective Benchmarking Process that explains current practices and addresses historical criticisms. These logical conditions also explain the effectiveness of empirical frameworks such as the Malcolm Baldrige National Quality Award and ISO 9000. iii Research A theoretical foundation for benchmarking provides a platform for Implications: extending the theory of organisational improvement. Practical A theoretical foundation for benchmarking has significant potential to Implications: enhance organisational sustainability by reducing wasted effort. Originality: This research focuses on the causal linkages between benchmarking and organisational sustainability. The research establishes a new definition of benchmarking, specifies necessary and sufficient conditions for its application and frames practitioner efforts within an Effective Benchmarking Process (EBP).

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Section: A Functional Approach To Benchmarkingmentioning

confidence: 99%

A theory of benchmarking

Moriarty

2011

Benchmarking: An International Journal

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“…To address the human factors (HF) issue this phase of the methodology focused on the readiness for change. This tool was based on the work of Clarke and Manton (1997) and involved auditing the following:…”

Section: Phase Two: Analysis Of Change Management Practicesmentioning

confidence: 99%

Capitalizing on thematic initiatives: a framework for process-based change in SMEs

Smart

Maull

Childe

et al. 2004

Production Planning & Control

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This paper challenges the critical articles that have classified thematic initiatives as 'fads' or 'fashions' of their period with little real value. Using business process reengineering (BPR) as an example, the paper suggests that it is important to 'unpack' thematic initiatives into their key management principles. The key management principles that form the conceptual basis of BPR are described. Primary data from empirical studies are accumulated to identify the existence of these principles in the change management practices of small and medium sized enterprises (SMEs). The results indicate that the SME companies studied used uncoordinated change management practices which move from one implementation issue to the next without appropriate strategic planning and monitoring practices. A methodology that specifically embodies the conceptual basis of BPR was developed and tested. The results from this phase of the research indicated that the initial bias of SME managers towards some and away from other specific implementation issues was levelled out by the application of the methodology. The paper will argue that methodology development, based on the key management principles, encourages companies to consider systemically the full range of issues. The paper concludes that it is not appropriate for companies to oscillate around an adoption-abandonment cycle with respect to thematic initiatives. Companies need to 'unpack' these initiatives and develop their practices based on the key management principles which popularized the 'theme' in the first place.

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“…This clearly narrows down the research gap. Hence, this paper aims to set up a benchmarking approach as a tool for improving strategic management in SMSPs that leads to cultural and institutional change (Clarke & Manton, 1997;Prasnikar et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

A Digital or Sustainable Small and Medium-Sized Port? Sustainable Port Blueprint in the Baltic Sea Region Based on Port Benchmarking

Meyer

Gerlitz

Philipp

et al. 2021

Transport and Telecommunication Journal

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Small and medium-sized ports (SMSPs) in the Baltic Sea Region (BSR) are caught in a dilemma of less financial support by the European funding programmes due to their peripheral position in the TEN-T Core Network. Most of the BSR ports belong to the TEN-T Comprehensive Network, which is rationally less important in the topical financial, infrastructural and policy discourses. Despite this, BSR ports are of a colossal importance for the regional economic development serving as gateways for the individual regions and drivers of socio-economic and environmental transition. In addition, ports are essential in pursuing new innovation avenues. The environmental targets published by the European Commission for maritime sector in 2030 and 2050 are applicable for SMSPs as well, creating further obstacles and future challenges on the one hand, but opening new horizons to grow and innovate on the other one. A successful environmental and digital transformation going hand in hand in SMSPs enable sustainable boost of sustainable development. Thus, as a first step, the assessment of sustainable readiness in SMSPs is incumbent in order to implement tailor-made solutions on individual basis, by ensuring efficient usage of available resources and capabilities. In line with the Connect2SmallPorts project, part-financed by the INTERREG South Baltic Programme, 38 SMSPs in the BSR were approached to mapping their digital readiness according to the methodology of the Digital Readiness Index for Ports (DRIP), published within the project in 2020. Building upon this, this paper introduces the idea of digital and environmental twinning to conclude on sustainable development potentials in SMSPs with an adaptation of the DRIP score. Hence, the research contributes to the sustainable port concept and illustrates the positioning of SMSPs in the progress of sustainable development.

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A benchmarking tool for change management

Cited by 16 publications

References 3 publications

A theory of benchmarking

A theory of benchmarking

Capitalizing on thematic initiatives: a framework for process-based change in SMEs

A Digital or Sustainable Small and Medium-Sized Port? Sustainable Port Blueprint in the Baltic Sea Region Based on Port Benchmarking

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