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Beyond comparisons—the role for the operational researcher in benchmarking

Author

Listed:
  • G Francis

    (Open University Business School)

  • J Holloway

    (Open University Business School)

Abstract

This paper explores the possible roles for the operational researcher in best practice benchmarking. It describes the range of activities which are carried out in the name of benchmarking, locates this approach in the broader context of performance improvement, and notes some critical concerns including the need to adopt a contingency approach to performance improvement. The paper concludes by encouraging operational researchers to contribute their professional skills to enhance the effectiveness of benchmarking.

Suggested Citation

  • G Francis & J Holloway, 2002. "Beyond comparisons—the role for the operational researcher in benchmarking," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 53(3), pages 283-291, March.
    • Handle: RePEc:pal:jorsoc:v:53:y:2002:i:3:d:10.1057_palgrave.jors.2601152
    DOI: 10.1057/palgrave.jors.2601152
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    Citations

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    Cited by:

    1. Santos, Sérgio P. & Belton, Valerie & Howick, Susan & Pilkington, Martin, 2018. "Measuring organisational performance using a mix of OR methods," Technological Forecasting and Social Change, Elsevier, vol. 131(C), pages 18-30.
    2. J P C Kleijnen & M T Smits, 2003. "Performance metrics in supply chain management," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 54(5), pages 507-514, May.

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