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Consortium benchmarking: Collaborative academic-practitioner case study research

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  • Schiele, Holger
  • Krummaker, Stefan
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    Abstract

    Consortium benchmarking is a scholar-practitioner collaborative case study approach joining rigor and relevance in management research. In consortium benchmarking practitioners and academic researchers form a consortium and together benchmark best-practices. Consortium benchmarking includes practitioners as co-researchers, facilitating research relevant for both academics and practitioners. Rigorous research informs the entire process since consortium benchmarking collects evidence from multiple sources and uses various comparison techniques. This paper introduces the concept of consortium benchmarking and then illustrates its application with a case study that identifies the nature of innovative suppliers. The study shows how consortium benchmarking supports the production of relevant knowledge for both academics and practitioners in a rigorous way. In order to evaluate these contributions, the study develops criteria for assessing rigor as well as theoretical and practical relevance. Finally, the study compares consortium benchmarking with multi-case research and presents five aspects either not accounted for or neglected in "traditional" multi-case research.

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    Bibliographic Info

    Article provided by Elsevier in its journal Journal of Business Research.

    Volume (Year): 64 (2011)
    Issue (Month): 10 (October)
    Pages: 1137-1145

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    Handle: RePEc:eee:jbrese:v:64:y:2011:i:10:p:1137-1145

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    Web page: http://www.elsevier.com/locate/jbusres

    Related research

    Keywords: Consortium benchmarking Case study Collaborative research Relevance Rigor;

    References

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    1. John A. Mathews, 2002. "special issue: A resource-based view of Schumpeterian economic dynamics," Journal of Evolutionary Economics, Springer, vol. 12(1), pages 29-54.
    2. Alfred Kieser & Lars Leiner, 2009. "Why the Rigour-Relevance Gap in Management Research Is Unbridgeable," Journal of Management Studies, Wiley Blackwell, vol. 46(3), pages 516-533, 05.
    3. Ragatz, Gary L. & Handfield, Robert B. & Petersen, Kenneth J., 2002. "Benefits associated with supplier integration into new product development under conditions of technology uncertainty," Journal of Business Research, Elsevier, vol. 55(5), pages 389-400, May.
    4. Gerard P. Hodgkinson & Denise M. Rousseau, 2009. "Bridging the Rigour-Relevance Gap in Management Research: It's Already Happening!," Journal of Management Studies, Wiley Blackwell, vol. 46(3), pages 534-546, 05.
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    7. Halinen, Aino & Tornroos, Jan-Ake, 2005. "Using case methods in the study of contemporary business networks," Journal of Business Research, Elsevier, vol. 58(9), pages 1285-1297, September.
    8. L. J. Bourgeois, III & Kathleen M. Eisenhardt, 1988. "Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry," Management Science, INFORMS, vol. 34(7), pages 816-835, July.
    9. Esser, James K., 1998. "Alive and Well after 25 Years: A Review of Groupthink Research," Organizational Behavior and Human Decision Processes, Elsevier, vol. 73(2-3), pages 116-141, February.
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