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The dynamics of voluntary benchmarking in the water sector

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  • Matias Laine
  • Eija Vinnari

Abstract

This article investigates the dynamics of benchmarking in municipal water utilities. The authors explain how a voluntary project developed the characteristics of compulsory benchmarking. While the first adopters of benchmarking sought efficiency gains, later adoptions have mainly been driven by institutional pressures. This limits the potential of benchmarking for improving utility performance.

Suggested Citation

  • Matias Laine & Eija Vinnari, 2014. "The dynamics of voluntary benchmarking in the water sector," Public Money & Management, Taylor & Francis Journals, vol. 34(4), pages 297-304, July.
    • Handle: RePEc:taf:pubmmg:v:34:y:2014:i:4:p:297-304
    DOI: 10.1080/09540962.2014.920203
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    References listed on IDEAS

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    1. Llewellyn, Sue & Northcott, Deryl, 2005. "The average hospital," Accounting, Organizations and Society, Elsevier, vol. 30(6), pages 555-583, August.
    2. Mary Bowerman & Amanda Ball, 2000. "The Modernisation and Importance of Government and Public Services: Great Expectations: Benchmarking for Best Value," Public Money & Management, Taylor & Francis Journals, vol. 20(2), pages 21-26, April.
    3. Sandra Tillema, 2010. "Public sector benchmarking and performance improvement: what is the link and can it be improved?," Public Money & Management, Taylor & Francis Journals, vol. 30(1), pages 69-75, January.
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