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  • 1
    Electronic Resource
    Electronic Resource
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd.
    Journal of management studies 38 (2001), S. 0 
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This paper presents the findings from an ESRC two-year research project about Hoshin Kanri (policy management). Hoshin Kanri is a form of corporate-wide management that combines strategic management and operational management by linking the achievement of top management goals with daily management at an operation level. The research explored practice in real time in three Japanese manufacturing UK-based subsidiaries. This paper consists of: an introductory review of the Hoshin Kanri and Japanization literature; a description of the research and a presentation of the three case studies and the main specific issues; and a discussion of the model and the parts played by lean working and TQM, catchball and nemawashi, strategic management, and the uniqueness of Hoshin Kanri, especially in relation to conventional planning, MBO (management by objectives), and the balanced scorecard. Hoshin Kanri is found to be an organizing framework for policy-based objectives. These are translated into QCDE (quality, cost, delivery, education) targets which are used in daily management to drive progress. Hoshin Kanri employs a participative approach to developing and deploying objectives, and is driven by a process of review. Hoshin Kanri must be managed as a process. Some of the main issues include changes in organization and personnel, problems with administering periodic review, and cross-functional working in departmental forms of organization.
    Type of Medium: Electronic Resource
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  • 2
    Electronic Resource
    Electronic Resource
    Oxford, UK; Malden, USA : Blackwell Publishing Ltd/Inc.
    Annals of public and cooperative economics 76 (2005), S. 0 
    ISSN: 1467-8292
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Abstract**: This paper proposes an internal management perspective of the company, as a complement to longstanding principal-agency theory, for understanding the interchange between regulator and company. It draws from a longitudinal research project on understanding the implications of regulation policy incentives for strategic control in the management of UK monopoly network utilities and the management implications of regulatory policy making. This paper reports on how two utility companies have managed regulatory objectives alongside organizational ones in electricity distribution and gas transportation and suggests a new integrative model of strategic control for understanding utility management. It concludes if regulation policies are to be effective then regulators should understand the internal management of the companies if performance targets are to be attained.
    Type of Medium: Electronic Resource
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  • 3
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing
    British journal of management 16 (2005), S. 0 
    ISSN: 1467-8551
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This article reviews the longitudinal tracer study in the context of the researcher–practitioner relevance gap. It proposes the tracer as a methodological middle-range approach that takes account of relevancy and which involves practitioners in the research process. An ESRC research project about hoshin kanri (policy deployment) is used as an example to explain the longitudinal tracer study approach. The methodological approach is consistent with middle range theory and thinking, and involves skeletal prior theory, tags, a practitioner network, and continuous reflexivity. It is concluded that the longitudinal tracer study can be a useful middle-range solution to help close the researcher–practitioner gap.
    Type of Medium: Electronic Resource
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