Organizational comparison processes: Investigating the adoption and impact of benchmarking-related activities

Abstract

This paper looks at benchmarking, in its many forms, as an example of organizational comparison processes that are now being used in organizations. While benchmarking is gaining in popularity and prescriptions abound, this comparative process has not been theoretically investigated. As a result, there is little understanding of its adoption and subsequent impact. In this paper, a model is proposed and testable propositions offered in order to provide a theoretical foundation to stimulate further research on this issue.