Realities and Forecasts in Benchmarking

Moraru, Gina-Maria; Grecu, Valentin

doi:10.15660/auofmte.2015-1.3112

Cited by 2 publications

(2 citation statements)

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“…This finding is consistent with past studies (Gierczak-Korzeniowska and Gołembski, 2017;Hodgson et al, 2007). Benchmarking has a role in encouraging innovation (Norek, 2012;Radnor and Robinson, 2000;Tellis et al, 2009) and promoting a learning culture across the organisation (Al-Majali, 2017;Moraru and grecu, 2015;Mungai, 2016), resulting to improve performance and competitive advantage (Alosani et al, 2016;Attiany, 2014;Moraru and grecu, 2015). Clemente and Balmaseda (2010) pointed out that benchmarking is a technique of management innovation.…”

Section: Discussionsupporting

confidence: 88%

“…This result is consistent with numerous studies that found that successful benchmarking implementation required culture to get success (Abazeed, 2017;Hanson and Voss, 1995;Hashim et al, 2012). Benchmarking can promote the evolution of a learning culture across the organisation (Al-Majali, 2017;Moraru and grecu, 2015;Mungai, 2016), which would lead to improved performance and competitive advantage (Alosani et al, 2016;Attiany, 2014;Moraru and grecu, 2015).…”

Section: Discussionmentioning

confidence: 99%

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An empirical examination of the relationship between benchmarking, innovation culture and organisational performance using structural equation modelling

Alosani¹,

Al-Dhaafri

2020

TQM

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PurposePolice agencies are under pressure to improve their performance and provide outstanding services for the community. In response, academics and practitioners have called to adopt effective methods that help these agencies to achieve their goals. Studies reported that benchmarking has a role to improve organisational performance. However, poor evidence of using benchmarking within police agencies and very few studies examine the relationship between it and police performance. Motivated by this gap, this study aims to explore and examine this relationship under the mediating role of innovation culture.Design/methodology/approachA quantitative methodology was utilised in this study. Data used to examine the hypotheses were obtained from the departments and stations of the Dubai Police Force (DPF), and the population comprised head section officers. A total of 338 questionnaires were distributed to respondents, 252 of which were returned. The hypothesised relationships were tested with the data collected by SPSS and SmartPLS statistical software.FindingsFindings clearly show that benchmarking is directly and indirectly associated with the organisational performance of the DPF through innovation culture. Results support the notion that innovation culture facilitates the implementation of proper benchmarking projects in the DPF, which positively affects different aspects of its performance.Research limitations/implicationsThis study includes several limitations. Specifically, the generalisability of the findings should be considered. The analysis applies only to the DPF in the UAE. Thus, investigating and analysing variables in different police agencies in the UAE or internationally would be valuable.Practical implicationsSeveral recommendations are provided in relation to the obtained results to assist managers and decision makers in the DPF and other police agencies. This study includes suggestions for improving police performance by establishing an innovation culture and adopting benchmarking practices.Originality/valueAlthough several contributions indicated that benchmarking and innovation culture is a key determinant of success, the literature lacks empirical studies investigating this link in the police field. This study is the only one to date that examined this relationship in police services. Accordingly, this study seeks to bridge this gap and delivers empirical evidence and theoretical insight to better understand this relationship.

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