Authors: Kwang-Ho Kim
Addresses: College of Business, Hankuk University of Foreign Studies, 107 Imun-ro, Dongdaemun-gu, Seoul 02450, Korea
Abstract: MNCs acquire information and knowledge through benchmarking; thus, determining whom to benchmark is a critical concern. Although members in the same strategic group commonly serve as benchmarks, MNCs occasionally select their benchmark outside of their strategic group. Since benchmark selection is a cognitive and relational phenomenon, we explored when MNCs select their benchmark outside of their strategic group by focusing on cognitive and relational factors. Results confirm that a focal firm identifies a firm outside of its strategic group as its benchmark when the performance of the focal firm is better than that of the strategic group members and when the partnership density of the strategic group is high. The results further verify that structural equivalence between a focal firm and a target firm also influences benchmark selection. This study contributes to the literature on benchmarking and strategic groups by showing situations where strategic group members cannot serve as benchmarks.
Keywords: benchmark; organisational learning; strategic group; aspiration; social network.
International Journal of Multinational Corporation Strategy, 2018 Vol.2 No.2, pp.133 - 152
Available online: 29 Jan 2018 *Full-text access for editors Access for subscribers Purchase this article Comment on this article