日本企業におけるBSC(Balanced Scorecard)と目標管理・方針管理との「補完性」 : 製造業企業におけるアンケート調査と事例調査をもとに

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  • ニホン キギョウ ニ オケル BSC (Balanced Scorecard)ト モクヒョウ カンリ ・ ホウシン カンリ ト ノ 「 ホカンセイ 」 : セイゾウギョウ キギョウ ニ オケル アンケート チョウサ ト ジレイ チョウサ オ モト ニ
  • A Study of Complementary Relationships between the BSC and MBO/Hoshin Kanri in Japanese Companies : Based on a Questionnaire Survey of the Listed Manufacturing Companies and a Case Study

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This paper clarifies the relationships between the BSC and the traditional non-financial management tools, such as MBO (Management by Objectives) and Hoshin Management (Hoshin Kanri in Japanese). The author has conducted a questionnaire survey of the performance management based on the BSC, MBO, and Hoshin Management by the Japanese manufacturing listed companies in 2012. The survey clarified the complementary relationship between the BSC and the traditional non-financial management tools, especially MBO. Moreover, the author has conducted an interview survey to one of companies　implementing the management based on BSC. It has firstly introduced the BSC in order to reinforce the strategic planning. After that, it has introduced the MBO in order to reinforce the performance management of the personnel individually. Therefore, the BSC and the traditional non-financial management tools, especially MBO, can be complementary to each other, and reinforce each function mutually.

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