Benchmarking
Công bố khoa học tiêu biểu
* Dữ liệu chỉ mang tính chất tham khảo
The purpose of this paper is to better understand benefits and problems with different approaches to benchmarking environmental performance in manufacturing.
This paper shares the experience of a research program developing environmental benchmarking measures for the automobile industry.
In this paper, we categorize these options into four general categories: regulatory, gross emissions, efficiency, and life cycle. We found that firms emphasized different approaches to benchmarking depending upon regulatory context and company strategy. Product type, corporate and national culture, resource costs, stakeholder demands also all played a role in influencing their preferred benchmarking approach. Overall, the most robust environmental programs will incorporate elements of all four approaches.
The primary limitation of this study is that it draws its data from only one industry. Another limitation of this paper is that it is focused primarily on performance benchmarking. Additional research needs to be done to understand the factors that influence a firm's choice of benchmarking metrics, the relationship between the different aspects of environmental performance benchmarking, and the relationship between performance and managerial benchmarking.
Firms must supplement strong environmental management systems with their benchmarking strategy. Using all four provides a more balanced benchmarking effort, and minimizes limitation that single measure of environmental performance present.
For manufacturing firms, this paper offers a framework to think about the costs and benefits of a range of environmental benchmarking strategies. For researchers, it outlines a number of areas for future research.
The purpose of this paper is to examine practices, realities and opportunities relevant to Moroccan tourism. In the process, the competitiveness of this vital economic sector is assessed. Based on this examination, relevant, benchmarking implications are identified and advanced to policy makers.
The shift‐share technique is utilized to analyze tourist arrivals, from different regions of the world, to Morocco, Turkey, Tunisia and Egypt. The shift‐share analysis is utilized to understand the existing competitive position of Morocco in relation to her main competitors.
The results of the shift‐share analysis revealed that Morocco has not performed as well as the rest of the competitors in the benchmark group. This was attributed, in part, to focusing on markets with less potential for growth.
The shift‐share technique utilized in this study is a diagnostic tool. Thus, more research is needed to uncover the dynamic relationships relevant to the competitive position of Moroccan tourism.
The findings of this study have clear benchmarking implications to Moroccan policy makers, as they pursue a more comprehensive and systematic tourism strategy.
The applied research presented in this article is consistent with the increasing significance of global tourism.
Given that the majority of firms are followers of pioneering firms into new, related product markets, managers of almost all firms can benefit from benchmarking their competitive responses to pioneering new product introductions. This paper examines the competitive responses of firms not only in terms of the time until their responding new product introduction, but also in terms of the firms’ preceding stages of competitive response: awareness, interest, and evaluation. For example, how long does – and should – it take a follower firm to become aware of a pioneering new product introduction? A general conceptual framework and basic methodology is proposed for firms to evaluate and benchmark their competitive responses. Follower firm responses to pioneering new low‐fat food product introductions in North America are examined and illustrate the opportunity for benchmarking firms’ competitive responses.
Aims to examine the state of leadership and HR focus in TQM research in Australia from published literature and to determine areas for future research. The literature search covered 31 reputable referred journals over the years 1985‐1999 and identified 90 articles which focused on aspects of TQM. However, it was not possible to identify the primary focus of 23 articles, hence these were not considered for further analysis. The rest of the articles (67) were classified using the seven criteria of the Australian Business Excellence Framework and it was found that about 40 per cent of the reviewed articles had leadership and HR as primary focus. The review shows that considerable attention has been devoted to research in strategic direction, organizational culture of the leadership category and, involvement and commitment, and effectiveness and development of the people category. Further research is necessary in areas such as top management's role in environmental issues and community contribution, health, safety and well‐being of employees, and dissemination of leadership throughout organizations.
This paper aims to investigate whether an employee reports an accurate view of the relative performance level of the organisation for which they work.
Utilizes a survey of 2,517 senior managers, managers and team leaders from 120 different organisations in nine different countries.
There is significant and consistent overestimation of performance with 75 percent of the management team reporting that their organisation is above average, and only 5 percent rating their organisation as below average compared to its competitors. A very significant finding is that where there is likely to be a greater degree of knowledge of competitor's performance estimation improves.
The implication of this misrepresentation of the true position is to make it less likely that an improvement initiative will succeed as managers will not be sufficiently motivated to improve an apparently satisfactory status quo. The paper calls for greater focus both on the activity of benchmarking and in the process of spreading knowledge of the benchmarking activity.
This paper extends issues such as the Lake Wobegon effect and socially desirable reporting which have been investigated in depth in the area of personal self‐assessment and applies them into a different arena, that of the employee's view of the performance of the organisation.
Many organizations include benchmarking as a component of their performance management system. Often, a performance index is used to quantify the ability of an organizational entity to operate successfully. Benchmarking a performance index is done inappropriately when statistical methods are employed that ignore sample size effects or use aggregate performance data over a period during which changes occurred within the organization. Benchmarking will also be ineffective when invalid targets are employed. When benchmarking is done incorrectly, customer satisfaction may actually decline due to gaming and poor morale among employees. Based on the philosophy of W. Edwards Deming, the techniques of statistical process control (SPC), and basic undergraduate statistics, a system is described for effectively benchmarking a performance index. Examples are presented to illustrate the pitfalls that exist in many performance management systems and to explain the system presented for effective benchmarking.
- 1
- 2
- 3
- 4
- 5
- 6
- 10