Benchmarking as a mixed metaphor: disentangling assumptions of competition and collaboration

Article Abstract:

Examination of the management literature on benchmarking reveals that the concept conveys a mixed metaphor. While collaboration among benchmarking partners is advocated, description of benchmarking practice is dominated by principles and language that convey notions of competition. The 'competitive' approach to benchmarking is due to four narrow, constricting assumptions: (1) that the motivation behind benchmarking is to improve and reduce a performance gap relative to some superior comparison other, (2) that benchmarking is a formal, organizationally sanctioned means of competing with others, including partners, (3) that benchmarking involves comparison through measurement or marking, and (4) that benchmarking is an activity initiated (and assessable) by one party. Two opposing concepts of benchmarking (as competition) and benchmarking (as collaboration) are introduced to develop a model for predicting the degree of competition and/or collaboration involved in relationships between benchmarking parties. Key factors within this model include context, activities, partnership and outcomes. (Reprinted by permission of the publisher.)

Management Functions, Benchmarks, Benchmarking

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Industry and strategic group dynamics: competitive strategy in the insurance industry, 1970-84

Article Abstract:

This article focuses upon dynamic aspects of strategic groups in the context of the US insurance industry from 1970-84. It examines the longitudinal structure of industry strategic groups and identifies the strategic patterns followed by these strategic groups over time. The mobility rates of firms between strategic groups are also assessed. It appears that three dominant groups are present throughout the period of the study while other group positions emerge and disappear over time. The evidence suggests that the quantum theory of strategic adaptation (i.e. dramatic and concerted change) satisfactorily models the processes of strategic group change. And, a low level of firm mobility is found to exist between strategic groups consistent with the presence of inertia and mobility barriers. (Reprinted by permission of the publisher.)

Insurance agents, brokers, & service, Insurance industry

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The role of competitive groups in strategy formulation: a dynamic integration of two competing models

Article Abstract:

Alternative conceptualizations of competitive groups have been developed in the strategic management literature, namely, the 'strategic group' and the 'cognitive group'. These two views each have their own paradigm base and are often seen as incompatible explanations of intra-industry structure. This article analyses these two views and presents a model for each. It then goes on to develop an integrated model which uses both concepts as tools in framing strategy research. Propositions about the new model are also presented. (Reprinted by permission of the publisher.)

Industrial concentration

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