Benchmarking for sustainability: an application to the sustainable construction industry

Abstract

Purpose The purpose of this paper is to present a methodology and framework to assist construction firms and contractors in incorporating sustainability measures into their benchmarking efforts. Design/methodology/approach A methodology that incorporates both strategic and activity‐based criteria for identifying areas for benchmarking is developed by modifying an existing methodology of enterprise performance management. The benchmarking framework makes use of aspects from well‐established management practices such as activity‐based management, balanced scorecard, and multi‐attribute decision models. It allows for the integration of sustainability measures into more conventional measures of construction practice. Findings The paper finds that activity and strategic metrics can be integrated into a framework for benchmarking. Additionally, metrics specific to sustainability can be incorporated with more traditional measures to provide a holistic analysis of construction practices. Practical implications The framework for sustainable construction is useful for benchmarking. It provides a generic structure, which allows for flexibility when applied to a specific organization. The methodology and model, while geared toward the construction industry, can be easily adapted to other industries. Originality/value The paper presents a framework for benchmarking in the important area of sustainability within the construction industry. The framework represents a novel integration of activity and strategic analysis into the benchmarking process.