Hoshin Kanri – the Japanese way of piloting : An exploratory study of a Japanese strategic management system

Strategy is a highly topical subject among managers and since the world is constantlychanging it is also an important subject for companies’ competitive advantage and survival.At the same time experts in the field of strategic management describe western techniques ascomplex and ineffective while the Japanese techniques have been seen as unambiguous andcharacterized by focus on quality, productivity and teamwork. This calls for greaterknowledge in the Japanese management systems. Hoshin Kanri is a collection of Japanesebest strategic management practices and therefore an interesting target for our study. Thus, onthe one hand this study investigates the theory of Hoshin Kanri in order to give structure to itand provide a way for practitioner into the management system. On the other hand this studyinvestigates Hoshin Kanri in order to reveal how Japanese subsidiaries based in Sweden haveimplemented this strategic management system. This is firstly done by reviewing the existingliterature on the subject and secondly by a collective case study with in-depth interviewsconducted with managers at Japanese owned subsidiaries based in Sweden. There are somelimitations in this study. One is that the results of the study do not include all Japanesesubsidiaries in Sweden as not all companies participated in the study. Moreover, the study islimited by one individuals’ knowledge and perception of Hoshin Kanri in each of the threecompanies. The study contributes to the existing literature on the topic of Hoshin Kanri by;(1) structuring the literature and the existing models under one of two categories, namelycyclical or sequential; (2) providing a model that aims at making it more understandable andattractive for practitioner to apply; (3) initiating the mapping of the spread of Hoshin Kanriamong Japanese subsidiaries in Sweden and (4) providing a Swedish model for theapplication of HK in Japanese subsidiaries.