Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/50723 
Year of Publication: 
2011
Series/Report no.: 
Manchester Business School Working Paper No. 612
Publisher: 
The University of Manchester, Manchester Business School, Manchester
Abstract: 
In the UK over the last decade, benchmarking has been consistently promoted as a solution to the problems of industry and the construction industry in particular. Government support of benchmarking in construction through the development of a key performance indicators programme found justification in the public goods aspects of the innovation process and because of the presence of market failures of information facing construction clients. However, attempts to merge benchmarking approaches into a single framework did not lead to a combined programme as intended. A game theoretic analysis of the implementation of government policy is presented to account for difficulties encountered by policy actors and to explain why a suitable mechanism to facilitate mutual benchmarking could not be devised. A key performance indicator (KPI) system that supports clients and suppliers in any sector - here we consider construction - is highly problematic, not only because the types of information and types of processes that generate the information used by clients and suppliers are generally different, but because the exchange of information between suppliers and clients and vice versa potentially leads to loss of commercially valuable information.
Subjects: 
benchmarking
game theory
policy implementation.
Document Type: 
Working Paper

Files in This Item:
File
Size
270.05 kB





Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.