Abstract
Purpose – The purpose of this paper is to investigate the implementation of hoshin kanri as a novel alternative system to balanced scorecard (BSC) for deploying corporate social responsibility (CSR) strategies. Hoshin kanri stems from the total quality management (TQM) world and it is usually employed for strategies related to such fields. Design/methodology/approach – This research is based on multiple case studies from private sectors. In particular, a qualitative inquiry among ten large manufacturing companies has been carried out. The inquiry is based on document review as well as unstructured interviews. The companies have implemented hoshin kanri for at least five years in all the plants. Findings – The paper demonstrates the full suitability of hoshin kanri for CSR strategies. Hoshin kanri is more flexible than BSC and CSR objectives can be managed at the same level as financial and market ones. A particular hoshin kanri process called “catchball” creates a large consensus and involvement of the st...
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
