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Articoli di riviste sul tema "Benchmarking"

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Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 31 luglio 2024

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1

Madsen, Dag Øivind, Kåre Slåtten e Daniel Johanson. "The emergence and evolution of benchmarking: a management fashion perspective". Benchmarking: An International Journal 24, n. 3 (3 aprile 2017): 775–805. http://dx.doi.org/10.1108/bij-05-2016-0077.

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Abstract (sommario):

Purpose The purpose of this paper is to make a contribution to the benchmarking literature by examining the historical emergence and evolution of benchmarking using the management fashion perspective as a theoretical lens. Design/methodology/approach The research approach followed in this paper can be characterized as explorative and theoretical. Insights from different data sources have been combined to provide a rich description of the emergence and evolution of benchmarking. Findings This analysis casts new light on several aspects of benchmarking’s emergence and evolution pattern. The characteristics of the benchmarking idea give it potential as a fashionable management tool. The widespread popularity and longevity of benchmarking can to a large extent be explained by the efforts of various actors to turn benchmarking into an institution. Research limitations/implications The paper is explorative and is limited by a reliance on secondary sources. Originality/value Although some researchers have noted that benchmarking could be viewed as a management fashion, management fashion theory has, only to a very limited extent, been used as a theoretical lens in the context of benchmarking. This research paper demonstrates that management fashion theory can provide valuable insights for research on benchmarking.

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2

Rodwell, John J., Jeremy Lam e Maureen Fastenau. "Benchmarking HRM and the benchmarking of benchmarking". Employee Relations 22, n. 4 (agosto 2000): 356–74. http://dx.doi.org/10.1108/01425450010372619.

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3

Jachym, Wioletta. "Próba implementacji benchmarkingu w zakresie funkcjonowania bibliotek". Przegląd Biblioteczny 79, n. 1 (30 marzo 2011): 62–76. http://dx.doi.org/10.36702/pb.43.

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Benchmarking jest jedną z najczęściej stosowanych metod pozwalających na usprawnianie organizacji. Dążeniem jest dorównanie najlepszym, a często nawet przewyższenie wydajności osiąganej przez konkurencję. Sposób ten może stać się jednym z zasadniczych, stosowanych w bibliotekach, dążących do osiągnięcia jak najlepszej wydajności w celu zaspokojenia potrzeb swoich użytkowników. Benchmarking wymusza proces ciągłego doskonalenia, który czerpie swoje wzorce z działań liderów w określonej grupie i pozwala na przetworzenia nowych rozwiązań, inspirację i zastosowanie ich we własnym środowisku. W artykule przedstawiono płaszczyzny i etapy zastosowania benchmarkingu w bibliotekach. Zaprezentowano takie zagadnienia, jak: istota benchmarkingu, rodzaje, etapy prowadzenia projektu, dobór partnerów, zasady pozyskiwania informacji oraz wskaźniki, które mogą podlegać ocenie.

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4

Anand, G., e Rambabu Kodali. "Benchmarking the benchmarking models". Benchmarking: An International Journal 15, n. 3 (30 maggio 2008): 257–91. http://dx.doi.org/10.1108/14635770810876593.

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5

Garg, Ajay Kumar, e Rumy Gupta. "Benchmarking". Global Business Review 8, n. 2 (dicembre 2007): 221–35. http://dx.doi.org/10.1177/097215090700800203.

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6

Daniels, Shirley. "Benchmarking". Work Study 45, n. 3 (giugno 1996): 18–20. http://dx.doi.org/10.1108/00438029610115488.

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7

Isenberg, Steven F. "Benchmarking". Ear, Nose & Throat Journal 83, n. 1 (gennaio 2004): 25. http://dx.doi.org/10.1177/014556130408300111.

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8

Gondzur, Nancy. "Benchmarking". Gastroenterology Nursing 30, n. 2 (marzo 2007): 151. http://dx.doi.org/10.1097/01.sga.0000267982.57833.79.

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9

Maze, Rhonda. "Benchmarking". Gastroenterology Nursing 30, n. 2 (marzo 2007): 158. http://dx.doi.org/10.1097/01.sga.0000268011.12023.be.

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10

Ondeck, Deborah Anne, e Barbara Stover Gingerich. "Benchmarking". Home Health Care Management & Practice 10, n. 3 (aprile 1998): 81–83. http://dx.doi.org/10.1177/089780189801000313.

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11

Czarnecki, Mark T. "Benchmarking". Journal of Nursing Care Quality 10, n. 3 (aprile 1996): 1–6. http://dx.doi.org/10.1097/00001786-199604000-00003.

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12

Lauver, Lori S. "Benchmarking". Journal of Nursing Care Quality 10, n. 3 (aprile 1996): 7–11. http://dx.doi.org/10.1097/00001786-199604000-00004.

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13

Lock, Dennis. "Benchmarking". International Journal of Project Management 19, n. 4 (maggio 2001): 253–54. http://dx.doi.org/10.1016/s0263-7863(99)00062-9.

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14

Johnson, B. C., e M. J. Chambers. "Benchmarking". Journal of the American Dietetic Association 98, n. 9 (settembre 1998): A99. http://dx.doi.org/10.1016/s0002-8223(98)00659-2.

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15

Penfold, Gerry. "Benchmarking". Computer Audit Update 1994, n. 11 (novembre 1994): 10–16. http://dx.doi.org/10.1016/0960-2593(94)90136-8.

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16

Ackoff, Russell L. "Benchmarking". Systems Practice 6, n. 6 (dicembre 1993): 581. http://dx.doi.org/10.1007/bf01059479.

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17

Chambers, Christopher P., e Alan D. Miller. "Benchmarking". Theoretical Economics 13, n. 2 (maggio 2018): 485–504. http://dx.doi.org/10.3982/te2506.

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18

W., G. "Benchmarking". Cornell Hotel and Restaurant Administration Quarterly 32, n. 4 (dicembre 1991): 96. http://dx.doi.org/10.1177/001088049103200426.

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19

Pressler, Jana L., e Carole A. Kenner. "Benchmarking". Nurse Educator 38, n. 3 (2013): 87–88. http://dx.doi.org/10.1097/nne.0b013e31828dc181.

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20

Glanz, Ellen F., e Lee K. Dailey. "Benchmarking". Human Resource Management 31, n. 1-2 (1992): 9–20. http://dx.doi.org/10.1002/hrm.3930310102.

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21

Fifer, Robert. "Benchmarking". Competitive Intelligence Review 1, n. 1 (1990): 24. http://dx.doi.org/10.1002/cir.3880010121.

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22

Vargas Martínez, Emmanuel, e Noe Martin Aguilar Jiménez. "Benchmarking". TEPEXI Boletín Científico de la Escuela Superior Tepeji del Río 11, n. 22 (5 luglio 2024): 59–61. http://dx.doi.org/10.29057/estr.v11i22.12489.

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Abstract (sommario):

El siguiente mapa Conceptual aborda el tema del Benchmarking, tomando como base que es una práctica empresarial estratégica que involucra la comparación y evaluación del rendimiento de una organización, producto o proceso con los estándares más destacados de la industria. Este enfoque sistemático busca identificar oportunidades de mejora y adoptar las mejores prácticas para lograr un desempeño superior. Su definición radica en la búsqueda proactiva de referencias externas que inspiran cambios positivos. Los beneficios del benchmarking son variados y abarcan desde el aprendizaje de las mejores prácticas hasta la optimización de procesos y la estimulación de la innovación. Proporciona una perspectiva valiosa al exponer a la organización a métodos exitosos utilizados por otros. Existen distintos tipos de benchmarking, entre ellos el interno, externo y el funcional. El proceso de benchmarking se divide en varias fases. Comienza con la definición clara del objeto de estudio y el alcance del análisis. Luego, se recopilan datos internos y externos relevantes. Posteriormente, se analizan los resultados para identificar áreas de mejora. Finalmente, se implementan cambios basados en las lecciones aprendidas y se monitorea el rendimiento para asegurar la continuidad de las mejoras. El benchmarking es una herramienta esencial para la evolución empresarial, permitiendo a las organizaciones aprender, adaptarse y mejorar continuamente mediante la adopción de prácticas exitosas ajenas.

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23

Knutsson, Hans, Ulf Ramberg e Torbjörn Tagesson. "Benchmarking Impact through Municipal Benchmarking Networks". Public Performance & Management Review 36, n. 1 (28 agosto 2012): 102–23. http://dx.doi.org/10.2753/pmr1530-9576360105.

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24

Gierczak-Korzeniowska, Beata. "Benchmarking – ciągłe doskonalenie wydajności czy antidotum na trudne czasy? Wybrane problemy dotyczące zarządzania wiedzą i pracownikami w procesie benchmarkingu". Nierówności Społeczne a Wzrost Gospodarczy, n. 77 (31 marzo 2024): 149–62. http://dx.doi.org/10.15584/nsawg.2024.1.8.

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Abstract (sommario):

Konkurowanie i wygrywanie w dzisiejszej gospodarce wymaga obszernej oraz zróżnicowanej wiedzy, a także orientacji zewnętrznej, rozumianej jako konieczność ciągłego śledzenia poczynań liderów rynkowych, a zatem odpowiednio ukierunkowanego zarządzania zasobami ludzkimi. Metodą, która wpisuje się w powyższe założenia jest benchmarking, którego właściwe użycie i z uzasadnionych powodów, zgodnych ze strategią firmy, przynosi oczekiwany skutek. Benchmarking nie jest panaceum, które może zapobiec błędom i niepowodzeniom, zastępując starania firmy w obszarze jakości czy na przykład zarządzania procesami, tym bardziej że jego wdrożenie wymaga przygotowania merytorycznego pracowników i umiejętności zarządczych, mających na celu zmotywowanie oraz zainspirowanie do doskonalenia wydajności. Celem artykułu jest próba zidentyfikowania problemów, z jakimi przyszło się mierzyć zarządzającym w procesie benchmarkingu w obszarze zarządzania wiedzą i pracownikami. Podstawę opracowania stanowi przegląd literatury przedmiotu oraz opis praktyk, z jakimi spotkano się w przedsiębiorstwach stosujących benchmarking. Przytoczone przykłady, wyniki badań i refleksje odnoszą się do badań prowadzonych w przedsiębiorstwach turystycznych na przestrzeni ostatnich kilku lat.

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25

Bobircă, Ana, e Paul-Gabriel Miclăuş. "Benchmarking Romania’s Creative Competitiveness". JOURNAL OF INTERNATIONAL STUDIES 6, n. 1 (20 maggio 2013): 22–37. http://dx.doi.org/10.14254/2071-8330.2013/6-1/2.

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26

Lucertini, M., F. Nicolò e D. Telmon. "Integration of benchmarking and benchmarking of integration". International Journal of Production Economics 38, n. 1 (marzo 1995): 59–71. http://dx.doi.org/10.1016/0925-5273(95)99064-c.

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27

Išoraite, Margarita. "BENCHMARKING METHODOLOGY IN A TRANSPORT SECTOR". TRANSPORT 19, n. 6 (31 dicembre 2004): 269–75. http://dx.doi.org/10.3846/16484142.2004.9637986.

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Abstract (sommario):

The article analyses the following issues: 1) Definitions of benchmarking. Benchmarking as a management tool that has long been succefully used both in the private and public sectors to improve the efficiency and effectiveness of products and processes; 2) Benefits of transport benchmarking. Benchmarking can help transport enterprise to: locate its strengths, pinpoint weaknesses, measure its performance against its competitors, discover what it is possible to achieve; 3) Different types of benchmarking. Different types of benchmarking processes can be distinguished into performance benchmarking, process benchmarking, strategic benchmarking, competitor benchmarking, functional benchmarking, generic benchmarking; 4) Transport benchmarking methodology. The basic transport benchmarking principles ‐ planning, analysis, integration, action and recycle are equally valid for transport policy benchmarking; 5) Key performance indicators in a transport sector.

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28

Lipej, Božena. "Benchmarking land administration systems". Geodetski vestnik 59, n. 02 (2015): 262–74. http://dx.doi.org/10.15292/geodetski-vestnik.2015.02.262-274.

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29

Neto, Afonso Araújo, e Marco Vieira. "Benchmarking Untrustworthiness". International Journal of Dependable and Trustworthy Information Systems 1, n. 2 (aprile 2010): 32–54. http://dx.doi.org/10.4018/jdtis.2010040102.

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Benchmarking security is hard and, although there are many proposals of security metrics in the literature, no consensual quantitative security metric has been previously proposed. A key difficulty is that security is usually more influenced by what is unknown about a system than by what is known. In this paper, the authors propose the use of an untrustworthiness metric for benchmarking security. This metric, based on the idea of quantifying and exposing the trustworthiness relationship between a system and its owner, represents a powerful alternative to traditional security metrics. As an example, the authors propose a benchmark for Database Management Systems (DBMS) that can be easily used to assess and compare alternative database configurations based on minimum untrustworthiness, which is a low-cost and high-reward trust-based metric. The practical application of the benchmark in four real large database installations shows that untrustworthiness is a powerful metric for administrators to make informed security decisions by taking into account the specifics needs and characteristics of the environment being managed.

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30

Newman, T. B. "Hyperbilirubinemia Benchmarking". PEDIATRICS 114, n. 1 (1 luglio 2004): 323. http://dx.doi.org/10.1542/peds.114.1.323.

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31

Loveridge, Nancy. "Practical benchmarking". Emergency Nurse 12, n. 9 (febbraio 2005): 12–14. http://dx.doi.org/10.7748/en.12.9.12.s13.

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32

Palmer, R. H. "Hyperbilirubinemia Benchmarking". PEDIATRICS 114, n. 3 (1 settembre 2004): 902–4. http://dx.doi.org/10.1542/peds.2004-0611.

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33

McClung, L. B. "Benchmarking safety". IEEE Industry Applications Magazine 9, n. 3 (maggio 2003): 10–15. http://dx.doi.org/10.1109/mia.2003.1195677.

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34

Richard Dinsmore, John. "Benchmarking 101". Biomedical Instrumentation & Technology 40, n. 1 (gennaio 2006): 29–31. http://dx.doi.org/10.2345/0899-8205(2006)40[29:b]2.0.co;2.

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35

Drew, Stephen A. W. "Strategic benchmarking:". International Journal of Bank Marketing 13, n. 1 (febbraio 1995): 4–16. http://dx.doi.org/10.1108/02652329510075418.

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36

Hong, Young-Rock, Frederick Kates, Soon Ju Song, Nayoung Lee, R. Paul Duncan e Nicole M. Marlow. "Benchmarking Implications". Journal for Healthcare Quality 40, n. 6 (2018): 344–53. http://dx.doi.org/10.1097/jhq.0000000000000123.

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37

Kristensen, Kai, Hans Jørn Juhl e Jacob Eskildsen. "Benchmarking excellence". Measuring Business Excellence 5, n. 1 (marzo 2001): 19–24. http://dx.doi.org/10.1108/13683040010362256.

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38

Gohmann, Stephan F., e Barbara Head. "Hospice Benchmarking". Journal of Hospice & Palliative Nursing 3, n. 2 (aprile 2001): 41–50. http://dx.doi.org/10.1097/00129191-200103020-00002.

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39

Yasin, Mahmoud M., Marwan Wafa e Michael H. Small. "Benchmarking JIT". Benchmarking: An International Journal 11, n. 1 (febbraio 2004): 74–92. http://dx.doi.org/10.1108/14635770410520311.

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40

Mackenzie‐Williams, Peter. "Aviation benchmarking". Benchmarking: An International Journal 12, n. 2 (aprile 2005): 112–24. http://dx.doi.org/10.1108/14635770510593068.

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41

Keiley, Dave, Tony Jennings, Barbara Topping e Ken Watling. "Hybrid benchmarking". Benchmarking for Quality Management & Technology 5, n. 1 (marzo 1998): 21–26. http://dx.doi.org/10.1108/14635779810206786.

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42

Meadmore, Daphne, e Patricia O'Connor. "Benchmarking disability". International Journal of Inclusive Education 1, n. 2 (aprile 1997): 163–74. http://dx.doi.org/10.1080/1360311970010203.

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43

Ponti, A. "European benchmarking". European Journal of Cancer Supplements 2, n. 3 (marzo 2004): 56. http://dx.doi.org/10.1016/s1359-6349(04)90616-7.

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44

Pharro, Richard. "Practical benchmarking". International Journal of Project Management 14, n. 2 (aprile 1996): 126. http://dx.doi.org/10.1016/s0263-7863(96)90009-5.

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45

JOHNSON, BONNIE C., e M. JEAN CHAMBERS. "Foodservice Benchmarking". Journal of the American Dietetic Association 100, n. 2 (febbraio 2000): 175–80. http://dx.doi.org/10.1016/s0002-8223(00)00056-0.

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46

Kozak, Metin. "Destination benchmarking". Annals of Tourism Research 29, n. 2 (aprile 2002): 497–519. http://dx.doi.org/10.1016/s0160-7383(01)00072-x.

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47

Raschke, M. J., C. Josten, F. Gebhard, S. Ruchholtz, U. Stöckle, R. Meffert e H. Zwipp. "Universitäres Benchmarking". Der Unfallchirurg 112, n. 10 (25 settembre 2009): 896–903. http://dx.doi.org/10.1007/s00113-009-1704-0.

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48

Kieschnick, H., e T. Risse. "Modellvorhaben Benchmarking". Ernährung - Wissenschaft und Praxis 1, n. 2 (aprile 2007): 72–74. http://dx.doi.org/10.1007/s12082-007-0017-3.

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de Korne, Dirk F., Jeroen D. H. van Wijngaarden, Kees (J C. A. ). Sol, Robert Betz, Richard C. Thomas, Oliver D. Schein e Niek S. Klazinga. "Hospital benchmarking". Health Care Management Review 37, n. 2 (2012): 187–98. http://dx.doi.org/10.1097/hmr.0b013e31822aa46d.

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50

Fulcher, John, e Robert Hatton. "Benchmarking Forth". Microprocessors and Microsystems 15, n. 1 (gennaio 1991): 42–48. http://dx.doi.org/10.1016/0141-9331(91)90057-m.

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