Hsiao-chuan Sun

標竿學習（Benchmarking）於1970年代末期由美國全錄公司（Xerox）開始採用並倡導此觀念後，與所選定的「標竿」組織相互比較，遂成為各企業組織用來評估及改善其工作流程、產品品質、營運績效等的一種方式。本文透過對標竿學習理論的介紹，瞭解其意義與目的，分析標竿學習之類型與進行程序，並探討其應用於圖書館組織之方式，期望將此套管理界施行已久之理論帶入圖書館組織中，為圖書館日後進行業務評鑑時提供另一種管道與思考方向。

Benchmarking was first adopted by Xerox Corporation in the late 1970s. Since then, benchmarking has been used by managers in different industries to evaluate and improve the quality of their products, work process and procedure, and work performance. This paper tries to explain the meaning and purpose of benchmarking, its step-by-step process, and its application in library organizations.