Top Executive Audits: Strategic Reviews of Operational Activities

Witcher, J.B. and Chau, V.S. and Harding, P. (2007) Top Executive Audits: Strategic Reviews of Operational Activities. Managerial Auditing Journal, 22 (1). pp. 95-105. ISSN 0268-6902. (The full text of this publication is not available from this repository)

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Official URL
http://dx.doi.org/10.1108/02686900710715666

Abstract

Purpose – The paper explores the involvement of top management in strategic reviews of the organization’s operational activities (known as top executive audits or TEAs). These are discussed in relation to strategy process and business excellence. Design/methodology/approach – The case of Nissan South Africa (NSA) is used to illustrate their importance and their relation to hoshin kanri (policy deployment) practice. Findings – The paper argues that TEAs are a very important and integrative aspect of the holistic management of the organization. TEAs are also crucial to hoshin kanri and facilitate operational effectiveness. Originality/value – The paper suggests that strategic reviews, such as TEAs, are best operated when integrated together as an organization-wide managed system of review. Keywords Auditing, Chief executives, Performance management, Strategic management

Item Type: Article
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 14:54
Last Modified: 10 Jan 2012 16:00
Resource URI: http://kar.kent.ac.uk/id/eprint/25559 (The current URI for this page, for reference purposes)
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