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Purpose
The paper explores the involvement of top management in strategic reviews of the organization's operational activities (known as top executive audits or TEAs). These are discussed in relation to strategy process and business excellence.
Design/methodology/approach
The case of Nissan South Africa (NSA) is used to illustrate their importance and their relation to hoshin kanri (policy deployment) practice.
Findings
The paper argues that TEAs are a very important and integrative aspect of the holistic management of the organization. TEAs are also crucial to hoshin kanri and facilitate operational effectiveness.
Originality/value
The paper suggests that strategic reviews, such as TEAs, are best operated when integrated together as an organization‐wide managed system of review.
© Emerald Group Publishing Limited
2007
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