000			01719naa a2200217uu 4500
001			0052015143037
003			OSt
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008			100520s2009 xx ||||gr |0|| 0 eng d
100	1		_aYANG, Ching-Chow _934995
245	1	0	_aAn integrated implementation model of strategic planning, BSC and hoshin management
260			_aOxfordshire : _bRoutledge, _cset./out. 2009
520	3		_aIn pursuit of excellence in business performance and long-term profits, strategic planning and Hoshin management have been widely implemented as strategic-management tools for some time. In recent years, the Balanced Scorecard (BSC) has also been gaining in popularity. Indeed, some organisations have been implementing these three management systems simultaneously. The present study compares and contrasts strategic planning, Hoshin management and BSC. Although differences exist, these strategic-management systems can be integrated on the basis of the features they share in common. Moreover, because each system has its shortcomings, the combination of the differences can overcome the individual weaknesses of each methodology. The paper presents an integrated model of strategic planning, BSC and Hoshin management, and provides a practical case study of its hugely successful implementation. The study confirms that this integrated model is feasible and effective.
590			_aVolume 20
590			_aNumbers 9-10
700	1		_aYEH, Tsu-Ming _940366
773	0	8	_tTotal Quality Management & Business Excellence _g20, 9-10, p. 989-1002 _dOxfordshire : Routledge, set./out. 2009 _xISSN 14783363 _w
942			_cS
998			_a20100520 _b1514^b _cDaiane
998			_a20100531 _b1325^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c33415 _d33415
041			_aeng