Balanced scorecard and hoshin kanri: dynamic capabilities for managing strategic fit

Witcher, Barry and Chau, Vinh (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/rnethodology/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.

Item Type: Article
Uncontrolled Keywords: corporate strategy,hoshin kanri,balanced scorecard,competences
Faculty \ School: Faculty of Social Sciences > Norwich Business School
Depositing User: Ms Rachel Henderson
Date Deposited: 07 Oct 2010 13:15
Last Modified: 24 Oct 2022 01:17
DOI: 10.1108/00251740710745115


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