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Publisher: Emerald   (Total: 335 journals)

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Showing 1 - 200 of 335 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 9)
Academia Revista Latinoamericana de Administración     Open Access   (Followers: 2, SJR: 0.144, h-index: 4)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 30)
Accounting Research J.     Hybrid Journal   (Followers: 24, SJR: 0.26, h-index: 7)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 19, SJR: 0.88, h-index: 40)
Advances in Accounting Education     Hybrid Journal   (Followers: 15, SJR: 0.514, h-index: 5)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.124, h-index: 5)
Advances in Autism     Hybrid Journal   (Followers: 11)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 48, SJR: 0.228, h-index: 2)
Advances in Gender Research     Full-text available via subscription   (Followers: 3, SJR: 0.229, h-index: 7)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 5, SJR: 0.123, h-index: 11)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 60, SJR: 0.29, h-index: 5)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 30)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 11, SJR: 0.125, h-index: 2)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 190, SJR: 0.391, h-index: 18)
American J. of Business     Hybrid Journal   (Followers: 16)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 10, SJR: 0.215, h-index: 25)
Arts and the Market     Hybrid Journal   (Followers: 9)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.244, h-index: 15)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 3, SJR: 0.182, h-index: 7)
Asian Association of Open Universities J.     Open Access  
Asian Education and Development Studies     Hybrid Journal   (Followers: 5)
Asian J. on Quality     Hybrid Journal   (Followers: 2)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.29, h-index: 7)
Aslib J. of Information Management     Hybrid Journal   (Followers: 25, SJR: 0.65, h-index: 29)
Aslib Proceedings     Hybrid Journal   (Followers: 275)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.657, h-index: 26)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.354, h-index: 14)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 0.556, h-index: 38)
British Food J.     Hybrid Journal   (Followers: 16, SJR: 0.329, h-index: 35)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 15, SJR: 0.232, h-index: 4)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8, SJR: 0.614, h-index: 42)
Business Strategy Series     Hybrid Journal   (Followers: 6, SJR: 0.201, h-index: 6)
Career Development Intl.     Hybrid Journal   (Followers: 16, SJR: 0.686, h-index: 32)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, SJR: 0.238, h-index: 10)
China Finance Review Intl.     Hybrid Journal   (Followers: 5)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.216, h-index: 12)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.346, h-index: 17)
Collection Building     Hybrid Journal   (Followers: 11, SJR: 0.829, h-index: 10)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.269, h-index: 22)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 6)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.508, h-index: 8)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.703, h-index: 26)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.309, h-index: 29)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.32, h-index: 15)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 8, SJR: 0.356, h-index: 13)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, h-index: 8)
Digital Library Perspectives     Hybrid Journal   (Followers: 20)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 23, SJR: 0.533, h-index: 32)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 133, SJR: 0.241, h-index: 4)
Education + Training     Hybrid Journal   (Followers: 21, SJR: 0.532, h-index: 30)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.141, h-index: 10)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 6, SJR: 0.435, h-index: 22)
Engineering Computations     Hybrid Journal   (Followers: 4, SJR: 0.387, h-index: 39)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 14, SJR: 0.541, h-index: 28)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 14, SJR: 0.239, h-index: 9)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.145, h-index: 9)
European Business Review     Hybrid Journal   (Followers: 8, SJR: 0.481, h-index: 21)
European J. of Innovation Management     Hybrid Journal   (Followers: 23, SJR: 0.596, h-index: 30)
European J. of Marketing     Hybrid Journal   (Followers: 20, SJR: 0.933, h-index: 55)
European J. of Training and Development     Hybrid Journal   (Followers: 10, SJR: 0.489, h-index: 23)
Evidence-based HRM     Hybrid Journal   (Followers: 6)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.371, h-index: 18)
Foresight     Hybrid Journal   (Followers: 7, SJR: 0.486, h-index: 20)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 17, SJR: 0.359, h-index: 22)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 3, SJR: 0.383, h-index: 17)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 47, SJR: 0.172, h-index: 4)
History of Education Review     Hybrid Journal   (Followers: 13, SJR: 0.141, h-index: 2)
Housing, Care and Support     Hybrid Journal   (Followers: 9, SJR: 0.174, h-index: 4)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 17, SJR: 0.121, h-index: 6)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.14, h-index: 4)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.163, h-index: 4)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.217, h-index: 14)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.322, h-index: 19)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 6, SJR: 0.63, h-index: 69)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.375, h-index: 32)
Info     Hybrid Journal   (Followers: 1, SJR: 0.25, h-index: 21)
Information and Computer Security     Hybrid Journal   (Followers: 22)
Information Technology & People     Hybrid Journal   (Followers: 46, SJR: 0.576, h-index: 28)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 14, SJR: 0.112, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 62, SJR: 0.48, h-index: 13)
Internet Research     Hybrid Journal   (Followers: 43, SJR: 1.746, h-index: 57)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 9, SJR: 0.304, h-index: 7)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 8, SJR: 0.515, h-index: 38)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 14, SJR: 0.416, h-index: 7)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 6, SJR: 0.279, h-index: 25)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 15, SJR: 0.763, h-index: 38)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 12, SJR: 1.329, h-index: 35)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 17, SJR: 0.399, h-index: 5)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 10)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 8, SJR: 0.225, h-index: 7)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 5, SJR: 0.424, h-index: 32)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 5, SJR: 0.179, h-index: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 4, SJR: 0.199, h-index: 5)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 3, SJR: 0.25, h-index: 12)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 5, SJR: 0.694, h-index: 28)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 6, SJR: 0.32, h-index: 8)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 5, SJR: 0.638, h-index: 6)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 10, SJR: 0.352, h-index: 32)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 26, SJR: 0.277, h-index: 15)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 9, SJR: 0.201, h-index: 5)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 9, SJR: 0.13, h-index: 2)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 7)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 9, SJR: 0.173, h-index: 5)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.258, h-index: 10)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4, SJR: 0.145, h-index: 2)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 9)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.107, h-index: 2)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 4, SJR: 0.111, h-index: 2)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 17)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 7, SJR: 0.562, h-index: 15)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 12, SJR: 0.998, h-index: 15)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 7, SJR: 0.212, h-index: 11)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.354, h-index: 37)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 26)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 11, SJR: 0.261, h-index: 5)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.594, h-index: 32)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 19, SJR: 2.198, h-index: 94)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 11)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 4, SJR: 0.165, h-index: 9)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.304, h-index: 12)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.694, h-index: 66)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 10, SJR: 0.254, h-index: 10)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.785, h-index: 31)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 24, SJR: 0.272, h-index: 37)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 8, SJR: 0.544, h-index: 63)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.133, h-index: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.543, h-index: 36)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 8, SJR: 0.227, h-index: 25)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 51, SJR: 0.361, h-index: 5)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.325, h-index: 8)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 12, SJR: 0.616, h-index: 29)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 6, SJR: 0.208, h-index: 13)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 7, SJR: 0.196, h-index: 12)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, SJR: 0.358, h-index: 8)
Intl. Marketing Review     Hybrid Journal   (Followers: 16, SJR: 1.076, h-index: 57)
J. for Multicultural Education     Hybrid Journal   (Followers: 3, SJR: 0.124, h-index: 11)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.346, h-index: 7)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 8)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.291, h-index: 7)
J. of Advances in Management Research     Hybrid Journal   (Followers: 3)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 46, SJR: 0.177, h-index: 9)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (Followers: 1)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 16, SJR: 0.22, h-index: 5)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 51)
J. of Asia Business Studies     Hybrid Journal   (Followers: 2, SJR: 0.115, h-index: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 19, SJR: 0.215, h-index: 6)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.664, h-index: 48)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.381, h-index: 17)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.167, h-index: 9)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.188, h-index: 4)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 3)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 7, SJR: 0.112, h-index: 3)
J. of Communication Management     Hybrid Journal   (Followers: 8, SJR: 0.735, h-index: 6)
J. of Consumer Marketing     Hybrid Journal   (Followers: 18, SJR: 0.613, h-index: 62)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.633, h-index: 5)
J. of Criminal Psychology     Hybrid Journal   (Followers: 122, SJR: 0.13, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 52)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 11, SJR: 0.109, h-index: 5)
J. of Documentation     Hybrid Journal   (Followers: 191, SJR: 0.936, h-index: 50)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 3)
J. of Economic Studies     Hybrid Journal   (Followers: 10, SJR: 0.498, h-index: 26)
J. of Educational Administration     Hybrid Journal   (Followers: 7, SJR: 0.848, h-index: 36)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 17, SJR: 0.173, h-index: 10)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 5, SJR: 0.433, h-index: 38)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.212, h-index: 8)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 9)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.52, h-index: 7)
J. of Facilities Management     Hybrid Journal   (Followers: 3)
J. of Family Business Management     Hybrid Journal   (Followers: 7)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 13, SJR: 0.529, h-index: 30)
J. of Financial Crime     Hybrid Journal   (Followers: 359, SJR: 0.158, h-index: 5)
J. of Financial Economic Policy     Hybrid Journal   (Followers: 1)
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.234, h-index: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 9)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 11)
J. of Forensic Practice     Hybrid Journal   (Followers: 50, SJR: 0.225, h-index: 8)
J. of Global Mobility     Hybrid Journal   (Followers: 2)
J. of Global Responsibility     Hybrid Journal   (Followers: 4)
J. of Health Organisation and Management     Hybrid Journal   (Followers: 23, SJR: 0.67, h-index: 27)
J. of Historical Research in Marketing     Hybrid Journal   (Followers: 4, SJR: 0.376, h-index: 8)
J. of Hospitality and Tourism Technology     Hybrid Journal   (Followers: 4, SJR: 0.672, h-index: 10)
J. of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 5)
J. of Humanitarian Logistics and Supply Chain Management     Hybrid Journal   (Followers: 13)

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Journal Cover Benchmarking : An International Journal
  [SJR: 0.556]   [H-I: 38]   [10 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1463-5771
   Published by Emerald Homepage  [335 journals]
  • Longitudinal evaluation of efficiency in a petrochemical company
    • Pages: 1786 - 1813
      Abstract: Benchmarking: An International Journal, Volume 24, Issue 7, Page 1786-1813, October 2017.
      Purpose The purpose of this paper is to longitudinally assess the technical efficiency and productivity, considering investment projects and technological change, in a second-generation petrochemical company. Design/methodology/approach The study uses data envelopment analysis (DEA) together with the Malmquist index to measure efficiency during the analysis periods. The working method consists of four main phases, namely development of the conceptual model, construction of the mathematical model, application of model to the case, and analysis of the results. The study utilizes a quantitative approach with descriptive goals seeking to evaluate the impacts of technical changes on the operational efficiency and productivity of the production process. Findings The use of DEA associated with the Malmquist index proved to be viable for analyzing a single company and identifying efficiency improvements, as well as the impacts of the learning process and the implementation of improvement projects. However, the results of the improvement projects and learning process were not representative and had no statistical significance on the actual change in efficiency of the company during the periods analyzed. For the case in question, the learning process and continuous improvement were not observed during all study periods. Practical implications The proposition that the improvement projects and investments implemented increased the efficiency of the company was rejected. Hence, with this work, it was possible to determine that the company unnecessarily invested resources in projects to increase efficiency. Furthermore, the company could have explored more internal resources before making significant investments in increased efficiency. Originality/value As for the value of this research in the theoretical and academic scope, this paper advances knowledge on the application of DEA because it proposes to establish an internal reference benchmarking for comparison. The literature contains few studies that analyze organizations using continuous processes, such as petrochemical processes, in longitudinal studies as a function of time, especially with the use of DEA.
      Citation: Benchmarking: An International Journal
      PubDate: 2017-09-20T10:22:42Z
      DOI: 10.1108/BIJ-03-2016-0044
       
  • Critical factors and performance indicators: accreditation of testing- and
           calibration-laboratories
    • Pages: 1814 - 1833
      Abstract: Benchmarking: An International Journal, Volume 24, Issue 7, Page 1814-1833, October 2017.
      Purpose The purpose of this paper is to determine the critical factors (CRFs) of IS/ISO/IEC 17025:2005 laboratory accreditation and indicators of the performance (IOPs) in the testing/calibration laboratories. The impact of accreditation on the performance is analyzed using the level of presence of critical factors that can be used to benchmark the best practices in the accredited testing and calibration laboratories. Design/methodology/approach A questionnaire is designed on the basis of an extensive literature review on laboratory accreditation and performance. Based on the responses from pilot study, the developed instrument is tested for its unidimensionality, reliability and validity. Multiple regression analysis is carried out to analyze the impact of critical factors on the IOPs. Findings The findings reveal that the six distinct critical dimensions of laboratory accreditation (which are the independent variables) have a significant impact on the performance of the accredited testing/calibration laboratories. The performance is measured by the dependent variables which are the IOPs. The customer satisfaction, employee satisfaction, laboratory performance, image of the laboratory, the number of increased customers and loyalty of the existing customers are highly influenced by the accreditation which in turn improves the performance to gain the competitive advantage. Research limitations/implications Contribution to research is in the area of laboratory accreditation and the performance measurement by the development of a comprehensive instrument to analyze the Laboratory Quality Management System. The results are dependent on the number of respondents who are the quality/technical managers. Practical implications This instrument would enable the accredited laboratories to analyze their performance through the feedback from the quality/technical managers to gain credibility and to continually improve and benchmark the quality management system in alignment with the quality policies. Originality/value This paper proposes an instrument to measure and benchmark the performance of the accredited testing and calibration laboratories.
      Citation: Benchmarking: An International Journal
      PubDate: 2017-09-20T10:23:55Z
      DOI: 10.1108/BIJ-04-2016-0058
       
  • Analysis of interaction among the barriers to 5S implementation using
           interpretive structural modeling approach
    • Pages: 1834 - 1853
      Abstract: Benchmarking: An International Journal, Volume 24, Issue 7, Page 1834-1853, October 2017.
      Purpose The purpose of this paper is to ascertain and analyze the interactions among different barriers of 5S implementation in manufacturing organizations. Design/methodology/approach In this paper, 15 barriers affecting the implementation of 5S in manufacturing organizations have been identified from literature analysis and discussion with academic and industrial experts. Afterwards, identified barriers were validated by using nation-wide questionnaire-based survey. Then, interpretive structural modeling (ISM) approach has been utilized to find out the interaction among the identified barriers in order to develop hierarchy-based model. Findings The research identifies several key barriers which have high driving power and weak dependence power. In this concern, these barriers entail extreme care and handling for successful implementation of 5S. Financial constraints, lack of top management commitment, and no proper vision and mission are found to be the key barriers. Research limitations/implications The developed ISM model is based on experts’ opinion. This developed hierarchy-based model requires further validation by using structural equation modeling approach or by performing detailed case studies. Originality/value In this paper, ISM-based structural model has been recommended for Indian manufacturing organizations, which is a novel exertion in the area of 5S implementation.
      Citation: Benchmarking: An International Journal
      PubDate: 2017-09-20T10:21:13Z
      DOI: 10.1108/BIJ-07-2016-0110
       
  • Simultaneous evaluation of efficiency, input effectiveness, and output
           effectiveness
    • Pages: 1854 - 1870
      Abstract: Benchmarking: An International Journal, Volume 24, Issue 7, Page 1854-1870, October 2017.
      Purpose The purpose of this paper is to develop a data envelopment analysis (DEA) technique that simultaneously measures efficiency and effectiveness to provide a comprehensive appraisal of the productivity. Additionally, an algorithm is recommended to determine targets that are used for measuring effectiveness. Design/methodology/approach In this paper, for measuring productivity, a new methodology based on non-parametric mathematical DEA technique was presented. The proposed procedure is able to compute the efficiency input effectiveness, and output effectiveness, simultaneously. Findings By comparing with previous models, the authors’ proposed integrated model generates more detailed results and has more discriminating power. Originality/value To the best of the authors knowledge, there is not any study in which a non-parametric mathematical approach measures productivity through simultaneous combining of the effectiveness, including input effectiveness, and output effectiveness, and the efficiency.
      Citation: Benchmarking: An International Journal
      PubDate: 2017-09-20T10:23:59Z
      DOI: 10.1108/BIJ-10-2015-0096
       
  • Modeling the CSR barriers in manufacturing industries
    • Pages: 1871 - 1890
      Abstract: Benchmarking: An International Journal, Volume 24, Issue 7, Page 1871-1890, October 2017.
      Purpose The purpose of this paper is to identify and rank the various barriers of the CSR implementation in Indian manufacturing companies. Further, this paper also studies interaction of different barriers. Design/methodology/approach The study was carried out using an interpretive structural modeling (ISM) approach to analyze the interaction among different barriers for corporate social responsibility (CSR) implementation in manufacturing companies in the Indian context. Findings In the present study, ten CSR implementation barriers were identified through an extensive literature review followed by the expert’s opinion. The present study outlines that lack of money and consumer’s passive attitude towards CSR are the major barriers in CSR implementation in Indian manufacturing companies. On the other hand, top management commitment, lack of knowledge about CSR and lack of skills for CSR implementation are barriers which occur due to the investment required in term of time and consumer’s passive attitude. Originality/value The present study is helpful to both academicians and practitioners by providing a model of CSR barriers. This study is important in the context of India which is a developing economy and this development is exerting pressure on the corporations to adopt CSR in their practices. This ISM-based model of barriers of CSR implementation in the manufacturing sector will help practitioners and managers to have enhanced knowledge about these barriers and to concentrate on important barriers to implement CSR activities in their organizations in an efficient manner.
      Citation: Benchmarking: An International Journal
      PubDate: 2017-09-20T10:22:50Z
      DOI: 10.1108/BIJ-09-2015-0088
       
  • Study of collaborative PRM business model for sustainability
    • Pages: 1891 - 1911
      Abstract: Benchmarking: An International Journal, Volume 24, Issue 7, Page 1891-1911, October 2017.
      Purpose Sustainable development comprises three bottom line concepts, i.e. protect environment, improve economic performance, and social performance. Business organization with only profitability as the primary objective may lead to a highly competitive market which mainly focuses on financial performance and pay less attention to environmental and social performance. Companies that adopt the product recovery activities also select economic performance as the prime priority of their business objectives. The purpose of this paper is to give a brief idea about a different kind of business model other than conventional business models. Here, the authors aim to represent collaboration among firms, companies, and players within a closed-loop supply chain (CLSC) to build a leading business model that establishes three basic concepts of sustainability. Design/methodology/approach From literature the authors identified that the primary objective of establishing a sustainable business model is environmental issues but achieving economic performance and gaining market share increase competition among companies. The authors also identified that increasing financial performance results in the development of a competitive business model. This literature review helps to represent the concept of collaborative business model, its benefit, and its mechanism and also helps to compare it with competitive business model in terms of sustainability. Findings In case of the collaborative business model, the authors found that collaboration is better than competition to sustain in the market. The authors described the collaborative business model and mechanism of both competitive and collaborative business strategies in a CLSC. The authors gave an idea to adopt some well-known business model and pricing policies for the collaborating firms. The authors presented a comparison between the collaborative and competitive business model and also identified different types of collaborative and completive relationship among the players within a CLSC. Originality/value Government legislations, e-waste rules, and environmental rules involve original equipment manufacturer (OEM) for taking back its end-of-life (EOL)/end-of-use products. A collaborative business model helps OEM to manage those huge amounts of used products by involving third parties within the supply chain. Here, in this paper the authors represent different collaborative parties and their purpose for collaboration, and also represent a strong belief that collaborative business model is the recent trend for establishing sustainability than competitive business model.
      Citation: Benchmarking: An International Journal
      PubDate: 2017-09-20T10:21:07Z
      DOI: 10.1108/BIJ-04-2016-0048
       
  • Analyzing the agile manufacturing barriers using fuzzy DEMATEL
    • Pages: 1912 - 1936
      Abstract: Benchmarking: An International Journal, Volume 24, Issue 7, Page 1912-1936, October 2017.
      Purpose The purpose of this paper is to identify and analyze the agile manufacturing barriers (AMBs) for establishing a cause and effect relationship among them. Design/methodology/approach A methodology is proposed using fuzzy decision-making trial and evaluation laboratory (DEMATEL) to capture multiple experts’ qualitative judgments for mitigating the impact of the AMBs. In order to validate the proposed methodology, it is applied to an Indian automobile manufacturing company. Findings Out of 36 AMBs identified through literature review, 20 AMBs are found to be relevant to the case company. Five AMBs (i.e. lack of resource reconfiguration, inefficient conflicting management styles, imperfect market knowledge, inadequate information handling and improper strategic plan) were identified as significant cause group where the case company has to put efforts and resources. Also the impact relationship matrix for each AMB has been developed to visualize its interactions (i.e. influencing and influenced) among other AMBs. Research limitations/implications The results obtained are specific to the Indian automobile manufacturing company and it cannot be generalized for every manufacturing company or any other sector. However, the proposed approach can be a basis and provide a platform to understand and analyze the interactions between AMBs. Practical implications The proposed methodology will show the appropriate areas for allocating efforts and resources to mitigate the impact of AMBs for successful implementation of agile manufacturing. Originality/value According to the authors’ knowledge, no work is reported in the literature that proposes a framework using fuzzy DEMATEL for the analysis of AMBs in Indian automobile manufacturing company.
      Citation: Benchmarking: An International Journal
      PubDate: 2017-09-20T10:24:01Z
      DOI: 10.1108/BIJ-02-2016-0024
       
  • Does foreign direct investment spillover total factor productivity
           growth' A study of Indian drugs and pharmaceutical industry
    • Pages: 1937 - 1955
      Abstract: Benchmarking: An International Journal, Volume 24, Issue 7, Page 1937-1955, October 2017.
      Purpose Foreign firms have certain advantages which may spillover to domestic firms in the form of improvements in total factor productivity (TFP) growth. The purpose of this paper is to empirically observe the presence of TFP spillovers of foreign direct investment (FDI) to domestic firms through analyzing source of TFP growth in Indian drugs and pharmaceutical industry. Design/methodology/approach This paper examines the sources of TFP spillovers of FDI in Indian drugs and pharmaceutical industry over the period 1999 to 2014. The data of 304 firms has been used for estimation of the growth rates of TFP and its sources under stochastic frontier analyses based Malmquist productivity index framework. For frontier estimation, the Wang and Ho (2010) model has been executed using translog form of production function. Findings The results show that there exists significant TFP spillover effect from the presence of foreign equity in drugs and pharmaceutical industry of India. The results also show that the major source of TFP fluctuations in the said industry is managerial efficiency that has been significantly affected by FDI spillover variables. In sum, the phenomenon of significant Intra-industry (horizontal) efficiency led productivity spillovers of FDI found valid in case of Indian drugs and pharmaceutical industry. Research limitations/implications The number of foreign firms is very less to imitate the significant impact of foreign investment on TFP growth of Indian pharmaceutical industry at aggregated level; and the Wang and Ho (2010) model is failing to capture direct impact of FDI on technological change under Malmquist framework. Practical implications Since, there exists dominance of domestic firms in Indian drugs and pharmaceutical industry, the planners should follow the policy which not only attract FDI but also benefit domestic firms; for example, developing modern infrastructure and institution which will further help domestic firms to absorb spillovers provided by the Multinational Corporations and also accelerate the growth and development of the economy. Social implications In no case, the foreign firms should dominate the market share otherwise the efficiency spillover effect will be negative and the domestic firms will be destroyed under the self-centric approach of foreign firms protected by the recent patent laws. Originality/value The study is a unique attempt to discuss the production structure and sources of TFP spillovers of FDI in Indian drugs and pharmaceutical industry with such a wide coverage of 304 firms over a period of 16 years under Wang and Ho (2010) model’s framework. The existing studies on TFP spillovers are using either a small sample size of firms or based upon traditional techniques of measuring spillover effects.
      Citation: Benchmarking: An International Journal
      PubDate: 2017-09-20T10:24:00Z
      DOI: 10.1108/BIJ-09-2016-0148
       
  • Supplier selection for a sustainable supply chain
    • Pages: 1956 - 1976
      Abstract: Benchmarking: An International Journal, Volume 24, Issue 7, Page 1956-1976, October 2017.
      Purpose The purpose of this paper is to integrate the “triple bottom line (3BL)” approach in the supplier selection decision. It also aims to consider the feedback effect of the decision on strategic factors that determine the future viability of the firm in the market. Design/methodology/approach A multi-criteria decision model is developed that considers simultaneously the impact of three dimensions of 3BL approach and their sub-dimensions on the supplier selection decision. The proposed model is evaluated for a large white goods manufacturer using the analytic network process (ANP) approach. Findings The ANP considers the impact of variables, sub-variables, and their interdependencies simultaneously. The outcome of the model is the relative priorities for the firms considered as potential suppliers. Practical implications This research was conducted in one of the largest developing economies. The impact of integrating sustainability would be widespread due to the huge market in which the company operates. The results of this research can provide support to the decision makers in arriving at an optimal decision considering all sustainability dimensions. Originality/value The novelty of the approach lies in the application of multi-criteria model integrating sustainability dimensions with a feedback effect for supplier selection. The case company would benefit by showing its commitment toward environment and social responsibility leading to improved brand image and sustainable business.
      Citation: Benchmarking: An International Journal
      PubDate: 2017-09-20T10:23:21Z
      DOI: 10.1108/BIJ-03-2016-0042
       
  • Measuring the supply chain risk in offshoring countries using data
           envelopment analysis and the analytic hierarchy process
    • Pages: 1977 - 1994
      Abstract: Benchmarking: An International Journal, Volume 24, Issue 7, Page 1977-1994, October 2017.
      Purpose An indiscreet strategy of offshoring from low-cost countries (LCCs) can do more harm than good, since invisible supply chain risks may increase hidden costs and subsequently more than offset cost-saving opportunities. Considering the potential impact of these risks on offshoring, the purpose of this paper is to identify risk factors that significantly hinder the efficiency of offshoring and then measure specific risks associated with offshoring in foreign countries. Design/methodology/approach This paper develops performance metrics for gauging the offshoring attractiveness of potential sourcing countries using data envelopment analysis and then identifies the benchmark sourcing country using the analytic hierarchy process (AHP). Findings This study reveals that, defying the conventional wisdom, LCCs are not necessarily the most desirable offshoring destinations. This study also discovers that LCCs tend to be less business friendly, less logistically efficient, and riskier to source than their high-income country counterparts. Originality/value This paper is one of the first to introduce the concept of wealth creation efficiency for an offshoring decision and consider a host of key determinants such as wealth creation efficiency, logistics efficiency, business friendliness, and various supply chain risks for selecting the most desirable offshoring destination.
      Citation: Benchmarking: An International Journal
      PubDate: 2017-09-20T10:23:47Z
      DOI: 10.1108/BIJ-04-2016-0054
       
  • Detection of cost leaders in case of private primary school services
    • Pages: 1995 - 2008
      Abstract: Benchmarking: An International Journal, Volume 24, Issue 7, Page 1995-2008, October 2017.
      Purpose The purpose of this paper is to provide an insight into distinguish cost leaders from the architects of diversification (Porter, 1985) using a non-central principal component analysis (PCA)-based approach. The central theme of this paper is based on the assumption that the operational strategy of a competing firm can be understood by observing its resource consumption and technological practice vis-à-vis its rivals present in the market. Design/methodology/approach Depending on the previous surveys, two inputs (spending per student and percentage of non-poor income group) and two outputs (average scores attained by students in science group and in language group six private schools, located within the outskirt of Durgapur) were analyzed. Findings Out of six schools (A, B, C, D, E and F), A, E and F were found efficient; however, the proposed model identifies that out of them, only E and F remain cost efficient. The efficiency scores, due to cost, are very close to the outputs of other three accepted papers. Research limitations/implications The input and output vectors have to be non-negative. In case of a negative input (output) set, separate treatment must be applied on them before the application of non-central PCA. Any decision-making unit (DMU) producing an output of 0 will prohibit the use of the non-central PCA. Practical implications It can be applied to problems which may or may not be having the information regarding input price for detecting cost-efficient DMUs as in the case of the Banker’s model. Banker’s model remains inconclusive about the fact, whether a DMU is a mere cost leader or it is reigning in both fields. Present model does not have such limitations. Targets to remain cost efficient can be obtained for any competing DMU. Unlike the Banker’s model, the proposed one ascribes unequal weight to the cost of consumption to each resource. This weight vector is determined from the industrial practice. It remains unique in the sense that it relies on few intermediate input variables to measure the performance of a DMU. These variables are dependent on large number of other independent variables, which reflect the extent of its control on the resources to signify the strategic position of it. Moreover, the proposed model offers an ideal frontier of ultimate performers, which provides a very stringent benchmark based on constant return to scale for incorporating those renowned organizations, which operate in various places in West Bengal. However, it also offers lower limits of performance to the strongly efficient performers by using the goal-oriented data envelopment analysis for analyzing the problem on a local basis. The extended model, in addition, is worthy of carrying out SDEA operations. Social implications Under the present scenario, a new model is proposed here to concentrate on the variation present in the market due to specific consumption of resources. All inputs are assumed scarce and desirable for the production of each output (Liu et al., 2010). Thus, a good cost-cutting performance occurs because of an economic use of resources while fulfilling the standards. Unlike Taguchi et al. (1989) and Taguchi (1991), a linear societal loss function, which is solely adhered to the resource consumption, is added here instead of a formal cost function. Originality/value The central theme of this paper is as follows: determination of technical efficiency scores for the schools; determination of economic efficiency (with partial information about price); identification of cost leaders and differentiation architects; to prescribe the model of a cost leader so that education can be imparted to a full potential; and to prescribe a non-central PCA and a slack-based optimization model. Superiority in the domain of cost leadership is decided based on the closeness of any DMU from this frontier.
      Citation: Benchmarking: An International Journal
      PubDate: 2017-09-20T10:21:53Z
      DOI: 10.1108/BIJ-06-2016-0085
       
  • Application of MCDM-based TOPSIS method for the selection of optimal
           process parameter in turning of pure titanium
    • Pages: 2009 - 2021
      Abstract: Benchmarking: An International Journal, Volume 24, Issue 7, Page 2009-2021, October 2017.
      Purpose The purpose of this paper is to explore a multi-criteria decision-making (MCDM) methodology to determine an optimal combination of process parameters that is capable of generating favorable dimensional accuracy and product quality during turning of commercially pure titanium (CP-Ti) grade 2. Design/methodology/approach The present paper recommends an optimal combination of cutting parameters with an aim to minimize the cutting force (Fc), surface roughness (Ra), machining temperature (Tm) and to maximize the material removal rate (MRR) after turning of CP-Ti grade 2. This was achieved by the simultaneous optimization of the aforesaid output characteristics (i.e. Fc, Ra, Tm, and MRR) using the MCDM-based TOPSIS method. Taguchi’s L9 orthogonal array was used for conducting the experiments. The output responses (cutting force: Fc, surface roughness: Ra, machining temperature: Tm and MRR) were integrated together and presented in terms of a single signal-to-noise ratio using the Taguchi method. Findings The results of the proposed methodology depict that the higher MRR with desirable surface quality and the lower cutting force and machining temperature were observed at a combination of cutting variables as follows: cutting speed of 105 m/min, feed rate of 0.12 mm/rev and depth of cut of 0.5 mm. The analysis of variance test was conducted to evaluate the significance level of process parameters. It is evident from the aforesaid test that the depth of cut was the most significant process parameter followed by cutting speed. Originality/value The selection of an optimal parametric combination during the machining operation is becoming more challenging as the decision maker has to consider a set of distinct quality characteristics simultaneously. This situation necessitates an efficient decision-making technique to be used during the machining operation. From the past literature, it is noticed that only a few works were reported on the multi-objective optimization of turning parameters using the TOPSIS method so far. Thus, the proposed methodology can help the decision maker and researchers to optimize the multi-objective turning problems effectively in combination with a desirable accuracy.
      Citation: Benchmarking: An International Journal
      PubDate: 2017-09-20T10:22:40Z
      DOI: 10.1108/BIJ-01-2016-0004
       
  • Agile manufacturing: a systematic review of literature and implications
           for future research
    • Pages: 2022 - 2048
      Abstract: Benchmarking: An International Journal, Volume 24, Issue 7, Page 2022-2048, October 2017.
      Purpose Agile manufacturing (AM) has evolved as a revolutionary way of manufacturing the products while managing the uncertainties, product introduction time, responsiveness, innovation, superior quality, etc. along the supply chain to satisfy the ever increasing customer demand and to maximize the profit. The purpose of this paper is to critically analyze the literature related to various dimensions of AM and to report the findings. Design/methodology/approach This paper presents the reviews of 300 scholarly articles from 1993 to 2016 by various researchers and practitioners on AM collected from different sources, i.e. Google Scholar and ResearchGate. The information related to AM is also captured during industrial visits to different Indian manufacturing plants. Findings AM definitions are reported along divergent scopes and objectives in the literature. The researchers have given importance on performance measurement and process analysis through empirical and descriptive analysis whereas its implementation issues are neglected. It is also observed that the effort made on AM is significant for manufacturing industries which is overlooked in service industries. Practical implications This literature review has identified many research gaps in AM which were not paid attention before. Researchers can address these research gaps for strengthening the AM implementation. Originality/value In total, 300 research papers are reviewed and analyzed to capture the various aspects of AM and its related issues but not restricted to research methodologies, author profiles, types of industries, tools/techniques/methodology used, etc.
      Citation: Benchmarking: An International Journal
      PubDate: 2017-09-20T10:21:59Z
      DOI: 10.1108/BIJ-06-2016-0100
       
  • Testing the market efficiency by mean absolute deviation
    • Pages: 2049 - 2062
      Abstract: Benchmarking: An International Journal, Volume 24, Issue 7, Page 2049-2062, October 2017.
      Purpose Numerous articles have been written to prove or to disapprove the hypothesis of market efficiency. The purpose of this paper is to apply the forecast accuracy measure, mean absolute deviation (MAD), to check the validity of the hypothesis. Design/methodology/approach Forecast accuracies from applying different simple moving average methods to independently identically distributed (i.i.d.) or near i.i.d. normal time series are assessed by MAD. When moving period n is greater than m, then the mean of the MADs from the MA with n moving periods will be smaller than the mean of the MADs from the MA with m moving periods. Findings In this study, when different MAs are applied to four near i.i.d. finance time series from Fama’s papers, the MAD cannot distinguish the differences among MA methods with various moving periods. This contradiction implies that the four finance time series in Fama’s papers may not be i.i.d and implies that the market is not efficient. Research limitations/implications The finding is only based on simulation and four near i.i.d. time series studied in Fama’s papers in 1965 and 1970. Practical implications The study shows that that the differences of the rates of returns from Johns Manville, Goodyear, Owens Illinois, and General Electric studied are not i.i.d. and that the market is not efficient. It refutes what Fama (1965, 1970) has claimed. Social implications When the market is not efficient, investors may gain profit from the market. Originality/value Based on the literature review, this is the first study to use the forecast accuracy measure, MAD, for market efficiency.
      Citation: Benchmarking: An International Journal
      PubDate: 2017-09-20T10:24:01Z
      DOI: 10.1108/BIJ-06-2016-0096
       
  • High-performance benchmarking of manufacturing processes with object-based
           modeling
    • Pages: 2063 - 2091
      Abstract: Benchmarking: An International Journal, Volume 24, Issue 7, Page 2063-2091, October 2017.
      Purpose The purpose of this paper is to guide companies in conducting benchmarking studies of their manufacturing processes by viewing across industries, locations and products. In particular, the proposed framework can help corporate decision makers in terms of production footprint and site location studies. The level of benchmarking performance can be measured by evaluating defined benchmarking evaluation profiles. Design/methodology/approach This paper develops a tool to operationalize value-added manufacturing processes for benchmarking evaluations. In this context, an object-oriented database structure has been developed for the business areas such as product development, manufacturing and assembly. This paper focuses on manufacturing processes. Furthermore, a framework for applying high-performance benchmarking has been developed and applied in a case study. Findings This paper shows that object class-oriented modeling approach can be applied to manufacturing processes. The higher the degree of independence in terms of locations, industry sectors and products, the more powerful thus a higher performance of benchmarking is achieved. The performance level of benchmarking has been defined by proving and demonstrating higher and lower performance levels. The high-performance benchmarking tool has been successfully applied to a production footprint case study. Originality/value This paper takes up the superiority of process benchmarking that has been the focus of numerous research papers on benchmarking techniques in the past. The potential of process benchmarking has been enhanced and operationalized as a tool. A classification logic for benchmarking evaluation profiles has been developed and integrated in the overall tool set. The model helps decision makers to configure their benchmarking studies tailored to their strategic entrepreneurial questions and to guide them to achieve a higher benchmarking performance level.
      Citation: Benchmarking: An International Journal
      PubDate: 2017-09-20T10:21:56Z
      DOI: 10.1108/BIJ-05-2016-0061
       
  • A fuzzy synthetic evaluation analysis of operational management critical
           success factors for public-private partnership infrastructure projects
    • Pages: 2092 - 2112
      Abstract: Benchmarking: An International Journal, Volume 24, Issue 7, Page 2092-2112, October 2017.
      Purpose The purpose of this paper is to identify the factor groupings of a set of 19 critical success factors (CSFs) associated with managing public-private partnership (PPP) projects at the operational stage and examine the most significant factor grouping using fuzzy synthetic evaluation (FSE) technique. Design/methodology/approach The paper adopted a comprehensive review of the pertinent literature and an empirical questionnaire survey geared towards targeted international PPP experts. Survey responses were analysed using factor analysis and FSE modelling. Findings The results from factor analysis show five CSF groupings (CSFGs) for managing operational PPPs. These are proficient service delivery and adequate legal structures, simplified payment mechanism and consistent project monitoring, effective contract variations management, suitable stakeholder management mechanism and environmental health and safety control. The FSE modelling shows that “simplified payment mechanism and consistent project monitoring”, is the most critical CSFG. The operational management CSFs under this grouping are acceptable level of user fee charges, efficient and well-structured payment mechanism, consistent project performance monitoring and long-term demand for public facility. Research limitations/implications The major limitation lies in the low sample size that was used for analysis; however the years of research and/or industrial experience of respondents and the wide coverage of different cultural backgrounds (18 countries from five regions globally) contribute to the authenticity of the survey responses. Future research should adopt interviews and case study analysis to unravel CSFs in managing operational PPPs. Originality/value The findings of this study are considerably beneficial to both public authorities and private operators. They inform practitioners of the strategic procedures and measures to employ in optimising the operational performance of PPP projects. Further, the methodology employed allows project management experts to reliably select the operational management CSFs for their projects.
      Citation: Benchmarking: An International Journal
      PubDate: 2017-09-20T10:21:39Z
      DOI: 10.1108/BIJ-07-2016-0111
       
 
 
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