Witcher, B.J. and Chau, V.S. (2007) Balanced Scorecard and Hoshin Kanri: Dynamic Capabilities for Managing Strategic Fit. Management Decision, 45 (3). pp. 518-538. ISSN 0025-1747.
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Purpose – The paper seeks to combine the uses of the balanced scorecard and hoshin kanri as integrative dynamic capabilities for the entire strategic management process. It aims to posit a model for the combination of these long- and short-term organisational activities as a framework for a senior level to manage a firm’s strategic fit as an integrated organisation-wide system that links top management goals to daily management. Design/methodology/approach – The resource-based view of strategy is explored for its relevance to how a combined balanced scorecard and hoshin kanri approach serves as a high-order dynamic capability. Examples are given from Canon, Toyota and Nissan, of how core capabilities are managed to show how strategy is executed cross-functionally across a firm’s functional hierarchy. Findings – The study finds that strategic management of the organisation should consider the long-term strategy as well as the short-term capability. Important to this are core capabilities and core competences, cross-functional management, and top executive audits, which, when managed properly, explicate a new view of strategic fit, as a form of nested hierarchies of dynamic capabilities. Originality/value – The paper is the first exposition of how balanced scorecard and hoshin kanri practices may usefully complement each other in strategic management. It is a useful framework for dynamically managing sustained competitive advantage.
|Subjects:||H Social Sciences > H Social Sciences (General)|
|Divisions:||Faculties > Social Sciences > Kent Business School > International Business and Strategy|
|Depositing User:||J. Ziya|
|Date Deposited:||23 Sep 2010 14:56|
|Last Modified:||10 Jan 2012 15:58|
|Resource URI:||http://kar.kent.ac.uk/id/eprint/25558 (The current URI for this page, for reference purposes)|
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