An empirical analysis of lead benchmarking and performance measurement

Anderson, Karen; McAdam, Rodney

doi:10.1108/02656710510591200

Cited by 16 publications

(9 citation statements)

References 36 publications

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“…The questionnaire was first examined and edited by ten academics with over 15-year experience (Anderson and McAdam 2005;Husted and Allen 2007) in management field from schools of business or management in four top universities in Ho Chi Minh City: University of Economics, International University, Foreign Trade University, and Open University. Ten executives in a manager training class then completed the questionnaire and shared comments on its form and content.…”

Section: Sampling and Data Collectionmentioning

confidence: 99%

Organizational Ambidexterity, Entrepreneurial Orientation, and I-Deals: The Moderating Role of CSR

Tuan

2014

J Bus Ethics

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The interaction between static and dynamic facets in organizational ambidexterity produces ''change'' energy for the organization. The purpose of the research therefore is to examine the predicting role of organizational ambidexterity for entrepreneurial orientation and idiosyncratic deals (i-deals). The moderating role of corporate social responsibility (CSR) in the effect of organizational ambidexterity on entrepreneurial orientation was also investigated. The cross-sectional data for SEM-based analysis were garnered from 427 supervisor-subordinate dyads from software companies in Vietnam business setting. The research findings confirmed the positive relationship between organizational ambidexterity and entrepreneurial orientation, which was moderated by CSR. Entrepreneurial orientation was also found as a strong predictor of i-deals.

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Section: Sampling and Data Collectionmentioning

confidence: 99%

Organizational Ambidexterity, Entrepreneurial Orientation, and I-Deals: The Moderating Role of CSR

Tuan

2014

J Bus Ethics

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“…Thus, there is a need for predictive or lead benchmarking. The term 'lead measures' has been conceptualised within the performance management literature and seeks to extend this terminology to the benchmarking literature by systematically developing a concept of lead benchmarking (Anderson and McAdam, 2005). Besides, effectively performance benchmarking process should determine the level of performance evaluation because that want to the given activity and type of improvement to achieve stated target and the time frame (Hanman, 1997).…”

Section: Discussion Of Implementing Performance Benchmarkingmentioning

confidence: 99%

Performance benchmarking for building best practice in business competitiveness and case study

Tian

Suttapong

2013

IJNVO

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Many companies have been seeking innovative ways to improve performance and sustain competitive advantage. Various strategic techniques and methodologies have been developed for business improvement. Performance benchmarking is one of the business management tools that has been proven effective to maximise performance in many areas. This paper selects 'performance benchmarking' to assess and find the best practice as knowledge and know-how from learning from other companies, competitors and industry leaders to gain the competitive advantage in global competition. This paper has a more specific aim to contribute to the field of related literature is especially focus on performance benchmarking and case study. Moreover, this paper is separate for four themes including, first, studying of performance benchmarking practice. Second, discussion of implementing performance benchmarking. Third, performance benchmarking for building best practices. Fourth, the case study of performance benchmarking. All five case studies are analysed in four indicators as follow: operation performance, organisation performance, business performance and quality management. Finally, five case studies are including manufacturing sector, construction industry, furniture manufacturer industry, health service sector industry and financial institution. Finally, conclusion and suggestion are presented.

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“…The currency of benchmarking and performance measurement needs a radical and indeed innovative transformation to adhere to the dynamics of the business environment [29] as, upstream, leading or developmental aspects of organizations should be measured and benchmarked [30]. To achieve increased organizational change, Anderson and McAdam ([29], [31]) have defined lead benchmarking concept as benchmarking and performance measurement, which focuses on analyzing forward looking, predictive and future performance comparisons. The results of their researches indicate that larger organizations were more likely to strategically implement and make effective use of lead benchmarking and performance measures in comparison to smaller organizations.…”

Section: Current Benchmarking Modelsmentioning

confidence: 99%

“…In particular, larger organizations placed a more upstream emphasis on the initiative than that of smaller organizations, because of, first, larger organizations have more resources and skills than smaller organizations in relation to experimenting with lead benchmarking and performance measures; secondly, and related to the first point, small organizations traditionally lag behind larger organizations in implementing new initiatives due to the innate bias in the literature that suggests large private sector organizations try it first and then public and small sector organizations come second. However, there is no specific reason that does not allow smaller organizations from adopting lead benchmarking and performance measurement approaches suited to their resource and skills capabilities [31]. As shown in the Fig.…”

Section: Current Benchmarking Modelsmentioning

confidence: 99%

See 1 more Smart Citation

A Study on Benchmarking Models and Frameworks in Industrial SMEs: Challenges and Issues

Zeinalnezhad¹,

Mukhtar²,

Sahran³

2011

International Journal on Advanced Science, Engineering and Information Technology

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This paper is based on a literature review of recent publications in the field of benchmarking methodology implemented in small and medium enterprises with regards to measure and benchmark upstream, leading or developmental aspects of organizations. Benchmarking has been recognized as an essential tool for continuous improvement and competitiveness. It can also help SMEs to improve their operational and financial performances. However, only few entrepreneurs turn to benchmarking implementation, due to lack of time and resources. In this study current benchmarking models (2005 onwards), dedicated specifically to the SMEs, have been identified and their characteristics and objectives have been discussed. Key findings from this review confirm that this is an under-developed area of research and that most practitioner approaches are focused on benchmarking practices within SMEs. There is a need to extend theoretical and practical aspects of benchmarking in SMEs by studying the process of benchmarking with regards to the novel concept of lead benchmarking as a possible means of achieving increased radical and innovative transformation in organizational change. From the review it emerged that, lead, forward looking and predictive benchmarking have not been considered in SMEs, and future researches could include them.

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An empirical analysis of lead benchmarking and performance measurement

Cited by 16 publications

References 36 publications

Organizational Ambidexterity, Entrepreneurial Orientation, and I-Deals: The Moderating Role of CSR

Organizational Ambidexterity, Entrepreneurial Orientation, and I-Deals: The Moderating Role of CSR

Performance benchmarking for building best practice in business competitiveness and case study

A Study on Benchmarking Models and Frameworks in Industrial SMEs: Challenges and Issues

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