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A critique of benchmarking and performance measurement: Lead or lag?

Karen Anderson (School of Business Organization and Management, University of Ulster, Jordanstown Campus, Belfast, UK)
Rodney McAdam (School of Business Organization and Management, University of Ulster, Jordanstown Campus, Belfast, UK)

Benchmarking: An International Journal

ISSN: 1463-5771

Publication date: 1 October 2004

Abstract

This paper succinctly critiques the benchmarking literature and the performance measurement literature in regards to the novel concept of lead benchmarking as a possible means of achieving increased radical and innovative transformation in organizations. For the purposes of the paper, a working definition of lead benchmarking and performance measurement is: benchmarking and performance measurement, which focuses on analysing forward looking, predictive and future performance comparisons. This critique distinctly highlights that the currency of benchmarking and performance measurement needs a radical and indeed innovative transformation to adhere to the dynamics of the business environment. This critique raises various questions of interest. These issues will be investigated later through further research by conducting rich empirical research, whereby descriptions and explanations will be developed of the what, where, who, how and why of the benchmarking concept and the extent to which organizations carry out lead benchmarking

Keywords

Citation

Anderson, K. and McAdam, R. (2004), "A critique of benchmarking and performance measurement: Lead or lag?", Benchmarking: An International Journal, Vol. 11 No. 5, pp. 465-483. https://doi.org/10.1108/14635770410557708

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited