Benchmarking and Models of Integration

Lucertini, M.; Nicolò, F.; Telmon, Daniela

doi:10.1007/978-94-011-1132-4_13

Cited by 2 publications

(1 citation statement)

References 6 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Benchmarking was developed in, and for, the private sector during the 1980s, under the umbrella of total quality management, TQM. This has been thoroughly documented by numerous authors, for example Camp (1989), Kelsch (1990), Lucertini et al (1994), Martin (1991), Watson (1992), and Zairi and Leonard (1994). Different sources have described the development of TQM in slightly different ways (Zairi and Leonard, 1994;Teboul, 1991).…”

Section: Introductionmentioning

confidence: 91%

Benchmarking applications in public sector principal‐agent relationships

Andersen

Henriksen

Spjelkavik

2008

Benchmarking: An International Journal

View full text Add to dashboard Cite

PurposeThe purpose of this paper is to explore the range of benchmarking applications that can be used in a principal‐agent relationship setting often found in the public sector.Design/methodology/approachCollection and critical analysis of secondary data from relevant publications addressing applications of benchmarking in the public sector. Extraction of knowledge from several research projects where the authors have been involved in studying and developing benchmarking approaches for different public sector organizations. Induction of new theory about the use of benchmarking in principal‐agent relationships in the public sector, grounded through empirical evidence from case studies.FindingsA number of new approaches to benchmarking in the public sector have been identified and described, some of which are already used in real life cases, others which need further development before being implemented. All of these can introduce benefits to both principals and agents involved in such benchmarking efforts.Research limitations/implicationsThe paper explores benchmarking applications that are almost exclusively relevant in a public sector setting, although some of them might be adapted to certain private sector conditions.Originality/valueWhereas most work on benchmarking in the public sector tend to view only improvement‐oriented, voluntary benchmarking as relevant and useful, this paper demonstrates how many different imposed benchmarking schemes with other purposes can be useful.

show abstract

Section: Introductionmentioning

confidence: 91%

Benchmarking applications in public sector principal‐agent relationships

Andersen

Henriksen

Spjelkavik

2008

Benchmarking: An International Journal

View full text Add to dashboard Cite

show abstract

How to improve company performances from outside: a benchmarking model

Lucertini

Nicolò

Telmon

1995

IFIP Advances in Information and Communication Technology

View full text Add to dashboard Cite

CTradeoff, servizi e consulenza per Ie aziende, vicolo del Cedro 3B, 001 53-Roma (Italy) Abstract. Benchmarking is an approach used for evaluating and improving company performances, by comparing them to the best performing companies. Benchmarking first studies the process to be improved, evaluate the performances, finds a best practice process in order to try to match two parts of the processes which have analogies, and then tries to change or modify the interconnections, structures or behaviour of the part to be improved using the analogy with the best trasformation process, to transform performance evaluation into improvement decisions. In the paper, we try to define benchmarking from a modelling point of view, on the ground of a suitable representation of the production system.

show abstract

Benchmarking and Models of Integration

Cited by 2 publications

References 6 publications

Benchmarking applications in public sector principal‐agent relationships

Benchmarking applications in public sector principal‐agent relationships

How to improve company performances from outside: a benchmarking model

Contact Info

Product

Resources

About