TY  - JOUR
AB  - 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.
VL  - 45
IS  - 3
SN  - 0025-1747
DO  - 10.1108/00251740710745115
UR  - https://doi.org/10.1108/00251740710745115
AU  - Witcher Barry J.
AU  - Sum Chau Vinh
ED  - Abby Ghobadian
ED  - Nicholas O'Regan
ED  - T Howard
ED  - David Gallear
PY  - 2007
Y1  - 2007/01/01
TI  - Balanced scorecard and hoshin kanri: dynamic capabilities for managing strategic fit
T2  - Management Decision
PB  - Emerald Group Publishing Limited
SP  - 518
EP  - 538
Y2  - 2024/04/23
ER  -