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Police 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.

A 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.

Findings 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.

This 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.

Several 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.

Although 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.

This study examines the effect of four measures related to benchmarking and its successful implementation on organizational performance, controlling for size and industry. The four benchmarking measures are (1) internal preliminary competitive analysis, (2) external preliminary competitive analysis, (3) degree of organizational commitment, and (4) prior benchmarking experience (Elnathan et al. 1996). Data for the study was obtained from 157 U.S. manufacturing business units using a questionnaire instrument. The results indicate that three of the benchmarking measures have a positive effect on organizational performance that is significant. Prior experience with benchmarking, the commitment of the organization to benchmarking and internal preliminary competitive analysis meaningfully enhance firm performance.

The purpose of this paper is to review the epistemology of benchmarking and identify methodological elements of a theory of benchmarking.

A thematic approach is applied to origins, primal and functional definitions of benchmarking.

Benchmarking remains theoretically underdetermined, with publications focusing on pragmatism and praxis rather than epistemology. Analysis of the literature leads to a new definition of benchmarking focusing around the teleological processes that lead to state‐transformation of organizations.

A theoretical foundation for benchmarking should be consistent with current organizational paradigms. Going forward the paper aims to develop a theory of benchmarking based on illustrative model derived from the thematic review.

The paper initiates the development of a more rigorous theoretical base for future benchmarking practice, which will strengthen organizations' business cases for undertaking such processes.

Recasts much of the extant literature in beginning to focus on the fundamentals of benchmarking.

The purpose of this paper is to identify the necessary or sufficient methodological elements contributing to benchmarking's effectiveness and to establish them within an acceptable theoretical framework: a theory of benchmarking.

A causal approach is applied to organizational benchmarking's current definitions and implementation frameworks. The resulting theoretical framework is compared with current benchmarking praxis to explain its effectiveness and satisfy historical criticisms. Supervenience and entailment relationships between benchmarking parties, within the umbrella of Peircean Causation, determines the feasibility of a benchmarking proposition.

Benchmarking effectiveness can be established from an organizational axiom and five logical conditions. This paper proposes a new encompassing definition of benchmarking, reduces its typology to a single form, explains current practices and addresses historical criticisms. The logical conditions also explain the effectiveness of business excellence frameworks such as the Malcolm Baldrige National Quality Award and ISO 9000.

A theoretical framework for benchmarking provides a platform for extending the theory of organizational improvement.

A theoretical framework for benchmarking has potential to enhance organizational sustainability by reducing wasted effort.

The research establishes a new definition of benchmarking and the necessary and sufficient conditions for its effectiveness.

Introduces a framework for benchmarking organisations – “evolutionary benchmarking”. Discusses the concept and operation of the framework, along with its proposed advantages in aiding benchmarking. The benchmarking approach proposed utilises an evolutionary classification method called cladistics. Uses an example classification of automotive assembly plants to show how the proposed framework helps benchmarking in terms of: providing a framework for representing benchmarking information; enhancing the quality and validity of the information according to the classification rules of parsimony, congruence and homology; and providing a comparison that indicates how the practices should be adopted. This framework is considered to be useful to researchers who study benchmarking methodologies and those that categorise the findings of benchmarking studies.

This aim of this paper is to explore the understanding and use of lead benchmarking and performance measurement as a possible means of achieving increased organisational change.

An empirical research methodology is used to survey 800 UK organisations, with 157 responses, in relation to their approach to lead benchmarking and performance measurement. A working definition of lead benchmarking and performance measurement is developed within the paper.

The findings indicate that new lead, forward looking, predictive benchmarks will need to be developed to support lead benchmarking and performance measurement activities. Furthermore, it was found that currently larger organisations are more likely to adopt these practices, with considerable variation across organisational sectors.

Focuses on ensuring that benchmarking and performance measurement remain at the leading edge of organisational change rather than becoming adhoc business improvement initiatives.

The purpose of this paper is to analyze the management practices that contribute to single and double cycles of organizational learning in the vocational education of the Brazilian higher education technology courses (HETC), and to study the learning outcomes that result through the Brazilian Ministry of Education SINAES indicators.

It consisted in both participant observation and quantitative phases. The participant observation phase included a benchmarking activity at École de Technologie Supérieure (ÉTS) de Montréal, to analyze and delimitate their practices for the preparation of the second phase, test the hypotheses by means of modeling of structural equations.

The key practices that contribute to organizational learning in the Brazilian HETC were identified through a benchmark activity at ÉTS by using a quantitative research scheme of single cycles of organizational learning, and further in correspondence with the Brazilian criteria (SINAES-Ministry of Education).

The extent of the sample is concentrated in the southern region of Brazil (Rio Grande do Sul, Santa Catarina and Paraná), limiting its representativeness to a regional basis.

Practices that contribute to organizational learning are a counterpoint and a complement of the Brazilian Ministry of Education SINAES indicators, which value the formalization of those courses and the future actions in the Brazilian universities.

The study re-inforces the importance of organizational learning for the development of excellence in Brazilian HETC.

The results contribute to build analysis frameworks on the relationships between management practices, organizational learning, benchmarking and organizational outcomes, particularly in the management of the technology courses and for Brazilian universities.

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.

The aim of this paper is to explore both the development and reconceptualisation of benchmarking and performance measurement within UK organisations, using a brief literature review, theoretical reconception and an empirical study of UK organisations.

An empirical study was conducted involving UK organisations (n=156) across a wide range of organizational sizes and sectors. Analysis included the use of descriptives, chi‐square tests and one‐way ANOVA between and within groups.

The findings show how, firstly, organisations are progressing towards benchmarking and performance measurement maturity as traditionally defined. Secondly, the findings show how organisations that have reached this stage are reconceptualising benchmarking and performance measurement to meet fundamentally changing market and operational conditions.

The paper gives a structured outline for organisations seeking to design and implement advanced performance measurement and benchmarking methodologies.

The concept of lead performance measure and benchmarking is an emergent area of study. This paper shows current developments and makes suggestions for further research.

The purpose of this paper is to identify reported barriers to benchmarking and strategies to surmount these barriers.

The study is a qualitative meta‐analysis of 32 peer‐reviewed sources from January 2005‐July 2010. The authors sought recently published authoritative information on the topic of benchmarking reluctance to formulate an up‐to‐date framework explaining this phenomenon. Content analysis was used to identify reasons for benchmarking reluctance and ways to overcome reluctance.

The study concludes that organizational leadership best practices have been found to counter each of the four major benchmarking reluctance concerns: soundness of benchmarking theory/practices; lack of resources for benchmarking; inertia impeding pursuit of new practices; and specific impacts of implementing new practices.

The findings of this literature review may assist leaders to anticipate potential benchmarking barriers and to follow best practices for addressing these impediments.

Given the limited amount of recent literature focused on the topic of benchmarking reluctance, this paper provides valuable resources to help organizations succeed in their benchmarking efforts.