Factors behind Organizational Learning from Benchmarking: Experiences from Norwegian Municipal Benchmarking Networks

Benchmarking rests on the assumption that it supports organizationallearning and innovation, but the empirical knowledge that underpinsthis perceived means-end relationship is limited. This articledraws on existing research to develop a framework for analyzingorganizational learning outcomes from municipal benchmarking.The framework incorporates explanatory factors at differentlevels (network and municipality), and with different time perspectives(past and present). Empirical results from a nationwide Norwegianbenchmarking project indicate that municipalities do obtainorganizational learning from benchmarking but that care mustbe taken when organizational learning is conceptualized andassessed. Learning should incorporate aiding agenda settingand decision making, as well as changes. Factors such as networkand administrative characteristics and management and politicalparticipation are found to influence learning outcomes. Thereare also indications that learning from benchmarking is subjectto politics. Notably, nonsocialist political regimes are lessreceptive to organizational learning than other regimes andpolitical competition enhances organizational learning frombenchmarking.