Informational Support for Benchmarking in the Context of the Knowledge Management

Purpose: The aim of the article was to identify the potential for applying benchmarking to support the implementation of knowledge management strategies in organisations. Design/Methodology/Approach: The main research methods applied were the analysis of literature sources and deductive reasoning. These methods enabled the reconstruction of knowledge derived from the reviewed literature and supported the formulation of conclusions relevant to the research objective. Findings: The article addresses the issue of informational support for benchmarking within the framework of the knowledge management concept, arguing that benchmarking should be regarded as an essential component of systems for managing this critical resource in contemporary organisations. Potential sources of data and information for both internal and external benchmarking were identified across the four stages of the benchmarking process. Furthermore, the article highlights the applicability of the triangulation principle, primarily involving data and information, benchmarking specialists, and methods supporting benchmarking within the analysed process. Practical implications: The research findings have implications for both management theory and managerial practice. Benchmarking should be considered an integral component of knowledge management systems for organisations aiming to effectively manage this resource and achieve measurable benefits. It can effectively support the implementation of knowledge management strategies focused on both internal knowledge dissemination and external knowledge absorption. Originality/Value: The authors identified a research gap and endeavoured to address three research questions. The article fills a missing perspective in the literature. The conclusions may be utilised by both practitioners and theorists in the area of informational support for benchmarking in the context of the knowledge management.