Benchmarking and project management: a review and organizational model

Abstract

Explains that benchmarking ‐ the process of identifying superior performance or practices of other organizations and internalizing such knowledge for competitive advantage ‐ is performed typically on a project‐by‐project basis. Argues that a better understanding of benchmarking at the project level would help to reveal reasons for successful benchmarking at the organizational level. Develops a conceptual model to address the question of how characteristics of benchmarking teams and partner organizations impact on benchmarking project outcomes. The model focuses on the interaction of key teamwork and organizational variables, and provides a basis for empirical testing of benchmarking project implementation effectiveness.

Citation

Ramabadron, R., Dean, J.W. and Evans, J.R. (1997), "Benchmarking and project management: a review and organizational model", Benchmarking for Quality Management & Technology, Vol. 4 No. 1, pp. 47-58. https://doi.org/10.1108/14635779710163046