Benchgrafting: a model for successful implementation of the conclusions of benchmarking studies

Abstract

Many benchmarking exercises identify process improvements but frequently this does not lead to significant transfer of learning or knowledge. This paper introduces the concept of “benchgrafting” as a model to assist managers in the successful implementation of the conclusions from benchmarking projects. Looks at the concept of benchgrafting and considers it in the light of institutional theory which underlines the importance of social and cultural environment. Reports on a desk study carried out as a pilot exercise benchmarking between two organisations in the transport field.