The role of benchmarking within the cultural reform journey of an award-winning Australian local authority

Benchmarking: An International Journal

Volumn 6, Issue 4, 1999, Pages 338-349

  Jones, Robert ^a  

^a UNIVERSITY OF WOLLONGONG   (Australia)

Author keywords

Australia; Benchmarking; Corporate culture; Local government; Quality management

Indexed keywords

EID: 84986133025     PISSN: 14635771     EISSN: None     Source Type: Journal    
DOI: 10.1108/14635779910297433     Document Type: Article

References (8)

1. AGPS (1995), Benchmarking for Local Government – a Practical Guide, Australian Government Publishing Service, Canberra.
2. Bovaird, A. (1999), “Achieving best value through competition, benchmarking and performance networks”, Paper Number 6, Warwick/DETR Best Value Series, Department of the Environment, Transport and the Regions, London.
3. Davis, P. (1998), “The burgeoning of benchmarking in British local government”, Benchmarking and Quality Management and Technology, Vol. 5 No. 4, pp. 260-70.
4. DLG (1996), “Comparative Information on New South Wales Local Government Councils 1995/96”. Department of Local Government, Bankstown.
5. Dowse, R. (1993), “Journey of experience”, Managing Service Quality, Vol. 3, July, pp. 43-8.
6. Jones, R. and Gross, M. (1996), “Decision making during organisational change: observations on disjointed incrementalism in an Australian local government authority”, Management Decision, Vol. 34 No. 7, pp. 23-32.
7. Jones, R. and McLean, P. (1998), “Customers and competition: a contingency analysis of local government reform”, Strategic Change, Vol. 7 No. 8, pp. 469-82.
8. Parry, T.G. (1998), “Benchmarking local government performance in New South Wales”, Final Report, Independent Pricing and Regulatory Tribunal of NSW, Sydney, April.