Dorsch J J, Yasin M M
The International Journal of Public Sector Management, (UK), 1998 Vol 11 No 2. Start page: 91 No of pages: 25
Considers the extent to which benchmarking has been used in the private sector compared with the public sector in the USA through an extensive review of benchmarking literature focusing on current practices in the manufacturing, service and public sectors. Reveals that: the academic community is lacking in terms of providing and advancing models and frameworks that integrate the many facets of organizational benchmarking. States that most of the research related to benchmarking fails to assess its impact on the organization, and there is a shortage of literature relating to its costs and benefits. Puts forward a framework that characterizes the nature of the cost-benefit function for investment in benchmarking activities. Contends that when benchmarking investment is conducted systematically, long term organizational effectiveness may be realized, promoting both enhanced operational efficiency and strategic effectiveness of the public sector organization.
Subject(s): BENCHMARKING, PUBLIC SECTOR, ORGANIZATIONAL EFFECTIVENESS, ORGANIZATIONAL CHANGE, PRIVATE SECTOR, METHODOLOGY, TQM
Database: TMA: Top Management Abstracts RMI: Rapid Management Intelligence
Style: Theoretical with application in practice. Reference: 27AP124
Reproduced by permission of Anbar Management Intelligence