Multi-sector framework for benchmarking in facilities management

Reviewing the relationship between organizational performance, dynamic capabilities and strategic behavior

Current business challenges mean that understanding elements that can affect organizational performance represents a differential factor in maintaining competitiveness. In this context, the objective of this article is to conduct a Systematic Literature Review (SLR) of the relationship between dynamic capabilities, strategic behavior, and organizational performance. For this, A three-stage SLR protocol was used: (i) planning, (ii) conduct, and (iii) knowledge development. A total of 118 articles covering the publication period of 2006–2021 were included, which evidenced: (i) the grouping of words into three classes: “Knowledge Management,” “Measurement Instrument,” and “Organizational Environment”; (ii) the methodological framework; (iii) directions for future research. The findings reinforce the importance of the theoretical, methodological, and empirical relationship between the three constructs. Furthermore, the results indicate the relationship between the set of terms selected in each class, highlighting the strong connection between dynamic capabilities and competitive intensity. The main findings of the research show that organizations can expand or modify their processes by building and using dynamic capabilities as institutional factors, shaping strategic behavior to advance better performance.

The current state of benchmarking use and networks in facilities management

Purpose

The purpose of this paper is to address the knowledge gap on the use of benchmarking techniques as utilized by facilities management (FM) professionals for the purpose of identifying means to improve industry benchmarking practices and guide the direction of future FM benchmarking research.

Design/methodology/approach

Data were collected through surveying 585 FM practitioners representing various countries, organization sizes, types, industries. The data were summarized and analyzed through creating frequency tables, charts, and cross-tabulations. The survey results were compared to a previously published study on benchmarking use to identify the similarities and differences between benchmarking for FM functions vs core business functions.

Findings

The findings indicate that while FM-oriented benchmarking has been adopted at similar levels as other industries, FM-oriented benchmarking tends to be simplistic, lacks a strategic position in the company, often relies upon self-report survey data, is often performed by an individual with no formal benchmarking team and does not utilize process benchmarking or benchmarking networks. These findings emphasize the need for benchmarking education, advocacy for FM as a strategic business partner, the development of verified data sources and networks specifically for the unique greater facilities management field functions.

Practical implications

These findings provide needed data on the state of FM practitioner use of benchmarking specifically for FM functions in North America. The results can be used as an assessment for the industry, to improve practitioner use and knowledge, and to identify further avenues for academic study.

Originality/value

The value of this study lies in filling in identified knowledge gaps on how FM practitioners are using benchmarking in practice. These data are absent from the research literature and offer the potential to help bridge the academic-practitioner divide to ensure that future research will focus on addressing practitioner needs for the industry.

A practical framework for performance measurement of facilities management services in developing countries’ public hospitals

Purpose

Facilities management (FM) plays a vital role toward creating the hospitable environment that supports the core clinical business of rendering quality health care. To ensure optimal performance of FM, public hospitals require a performance measurement (PM) framework that could guide and assist facilities managers in their operations. This paper aims to respond to this need by developing a performance measurement framework useful to improve FM performance within the context of developing countries hospital FM services delivery.

Design/methodology/approach

The paper synthesizes knowledge from a comprehensive review of FM performance measurement literature and the results of an earlier PhD research on FM performance measurement in Ghana’s public hospitals.

Findings

The paper presents a simplified performance measurement framework which demonstrates four key performance measurement tasks: establishing performance goals; measuring the FM service delivery; evaluating FM outcomes; and performance review and reporting. The study suggests the establishment of a central coordination point to enhance performance measurement activities of public hospitals’ FM practices.

Research limitations/implications

Although reference is made to research on key performance indicators (KPIs), future study is recommended to develop appropriate methodology for selecting relevant KPIs. The author also intends to pilot the framework to a health facility in Ghana to leverage its usefulness, given the fact that it has not been tested empirically.

Practical implications

The application of the framework is expected to lead to the identification of performance gaps and weakness which when acted upon could lead to operational effectiveness and efficiency of the FM process, ultimately leading to improved FM performance.

Originality/value

The paper develops a novel performance measurement framework useful within the context of the nascent FM industry in the developing world.

Rapid benchmarking: the case of a multinational dairy company

Purpose

The purpose of the study is to investigate and document a new approach to best practice benchmarking called rapid benchmarking. Rapid benchmarking is defined by the authors as an approach to dramatically shorten the typical length of time to conduct a successful best practice benchmarking project.

Design/methodology/approach

The methodology involved a case study exploration of a multinational dairy company's best practice benchmarking approach using structured interviews and data collection to examine the speed and results achieved through its benchmarking approach and whether it was justified in naming it as rapid benchmarking. A comparison of the speed of the dairy company's approach was undertaken against 24 other organisations that had utilised the same benchmarking methodology (TRADE Best Practice Benchmarking). In addition, a literature review was undertaken to search for other cases of rapid benchmarking and compare rapid benchmarking with other rapid improvement approaches.

Findings

The findings revealed that the approach used by the dairy company was unique, with best practices being identified and action plans signed off for deployment within a five-day period (far quicker than the average time of 211 days reported by other organisations). Key success factors for rapid benchmarking were found to be allocating five dedicated days for the benchmarking team to spend on the project, identifying the right team members for the project, obtaining sponsorship support for the project and providing intensive facilitation support through a benchmarking facilitator.

Research limitations/implications

Only one company was found to use a rapid benchmarking approach; therefore, the findings are from one case study. The depth of analysis presented was restricted due to commercial sensitivity.

Practical implications

The rapid benchmarking approach is likely to be of great interest to practitioners, providing them with a new way of finding solutions and best practices to address challenges that need to be solved quickly or with minimal expense. For organisations that have been using benchmarking for many years, the research will enable them to re-evaluate their own benchmarking approach and consider if rapid benchmarking could be used for some projects, particularly for internal benchmarking where it is easier to apply.

Originality/value

This research is the first to identify and document a rapid benchmarking approach and the first to provide a detailed analysis of the length of time it takes to undertake best practice benchmarking projects (and each stage of a benchmarking project).

The model of evidence-based benchmarking: a more robust approach to benchmarking

Purpose

This conceptual paper aims to propose the evidence-based benchmarking model that bridges standard benchmarking practices with evidence-based management (EBMgt) principles and lessens tensions between two opposite views of benchmarking as a useful management tool vs a management hype and fashion.

Design/methodology/approach

This conceptual paper is based on the critical reasoning, analysis and integration of so far largely separated research fields of benchmarking and EBMgt. The author employs a method of conceptual model building to identify connections between standard benchmarking model and EBMgt practices and to explain how a sequence of benchmarking events supplemented by EBMgt principles might lead to more reliable managerial decision-making.

Findings

The author argues that although there are no common benchmarking procedures, it is possible to identify a standard benchmarking model that resonates in most contemporary benchmarking procedures and consists of four main phases: plan, do, check and act (PDCA). The author integrated this standard model with EBMgt practices of searching for evidence in four sources of information and a six-step critical thinking process to put forward the model of evidence-based benchmarking.

Originality/value

The proposed model is a novel, comprehensive framework that puts together so far incompatible practices of benchmarking and EBMgt. The model clears up existing conceptual confusions around “casual” benchmarking and advances contemporary understanding of benchmarking practices. The model of evidence-based benchmarking might act as a practical, heuristic tool improving the quality of the managerial decisions and thus positively influencing the bottom line of business performance.

The associations among market orientation, technology orientation, entrepreneurial orientation and organizational performance

Purpose

The purpose of this paper is to explore the relationship between three variables of strategic orientation (market orientation, technology orientation entrepreneurial orientation) and organizational performance in the Jordanian pharmaceutical sector.

Design/methodology/approach

This study employed a quantitative research design where 252 questionnaires were collected form respondents operating in various pharmaceutical companies in Jordan to obtain necessary data to test the hypotheses developed for the study. Multiple regressions were used to analyze the research data.

Findings

The results of the analysis revealed that strategic orientations were positively and significantly related to organizational performance. The findings also showed that market orientation contributed the most to the enhancement of organizational development followed by technology orientation and finally entrepreneurship orientation.

Practical implications

These findings contribute to the understanding of the importance of employing multiple strategic orientations in order to enhance organizational performance, particularly in pharmaceutical companies

Originality/value

This is the first study which adequately covers the relationship between three variables of strategic orientation (market orientation, technology orientation, entrepreneurial orientation) and organizational performance in the Jordanian pharmaceutical sector.