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Strategy as a means to attain competitive advantage has evolved rapidly over the last 30 years. Today, it is a dominant lever available to management to implement competitive changes inside their organization. Because strategy is such an important force for action, it is paramount that organizational changes be continually directed by highly reliable, timely information about potential competitive advantages. One method currently proving most useful in directing strategic action is benchmarking.
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Jennings et al. (1992) studied this question.
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