Benchmarking and organizational learning: Case of the automotive components industry in Algeria

Abstract

In this article, we examine the implications of learning and the organizational changes made following the practices of benchmarking or comparative analysis adopted by companies. The question is whether benchmarking promotes signs of learning, knowledge sharing and building a base of learning culture in companies. For this, we study the case in an Algerian SME operating in the industry of automobile components, practicing benchmarking since the existence of its activity. The study shows us how much the continuous learning process is inseparable from benchmarking practices. Indeed, the practice of benchmarking can improve organizational performance when it is significantly associated with organizational learning