The effects of attitude, subjective norm and self-efficacy on intention to benchmark: a comparison between managers with experience and no experience in benchmarking
基于计划行为理论，比较了有标杆管理经验和无经验的管理者，发现态度和主观规范显著预测标杆管理意向，但自我效能不显著；有经验者态度最强，无经验者主观规范最强。
Competitive benchmarking is a management technique used to compare company performance. The practices and processes of one's own organization are compared with the best performance of other organizations to set targets and learn ways to make improvements. Drawing on Ajzen's (1985) theory of planned behaviour, we examined the effects of attitude, subjective norm and self-efficacy on managers' intentions to undertake benchmarking in their organization. A sample of 49 managers with benchmarking experience was compared with 46 managers with no experience of the practice. Consistent with the theory of planned behaviour, attitude and subjective norm were significant predictors of intention to benchmark. However, contrary to the theory, self-efficacy was not a significant predictor. For managers with benchmarking experience, attitudinal beliefs toward the technique was the strongest predictor of benchmarking intention. For managers with no benchmarking experience, normative beliefs about the views of key groups such as senior management and employees, was the strongest predictor of intention to benchmark. These findings support the possibilities of refinement of the theory of planned behaviour to postulate the primacy of subjective norms in introduction of group behaviour and attitude primacy in continuation of group behaviour. The findings are also discussed in relation to beliefs about benchmarking and for preparing managers who are about to introduce or continue a benchmarking programme.