Hoshin Kanri as an enabler of psychological ownership during strategy implementation: An empirical study of the South African clothing, textile, footwear and leather sector

Abstract

Major Theme and Purpose: The South African Clothing, Textile, Footwear and Leather (CTFL) sector continues to grapple with persistent strategy implementation challenges driven by structural decline, capability gaps, and entrenched organisational silos. Although Psychological Ownership (PO) is widely recognised as an important driver of engagement and execution, very little is known about how PO actually manifests in this sector or how it can be intentionally shaped to support strategic outcomes. This study therefore examines how PO influences strategy implementation within CTFL organisations and explores the role of Hoshin Kanri (HK) in shaping and regulating ownership to achieve healthier, more effective levels. Design and Methodology: The study adopts an exploratory qualitative approach, drawing on 12 semi‑structured interviews with senior executives who each bring between 14 and 36 years of CTFL experience. Using ATLAS.ti, the data were coded into first‑order concepts, consolidated into six analytical clusters, and developed into overarching themes that illuminate the dynamics of ownership and execution in the sector. Findings: The results show that both too little and too much psychological ownership weaken strategy implementation. Low PO appears as disengagement, weak accountability, and siloed behaviour. Excessive PO, on the other hand, leads to territoriality, fear, and analysis paralysis. These patterns are intensified by the CTFL sector’s socioeconomic pressures, declining competitiveness, and uneven capability levels. The study therefore argues that PO should be calibrated, not maximised. HK offers a practical way to achieve this calibration through participatory deployment, catch ball processes, and shared accountability structures. Leadership behaviours particularly those that build capability, remove barriers, foster trust, and create psychological safety emerge as essential enablers of healthy ownership. From a business perspective, the study provides CTFL organisations with actionable insights for strengthening strategy implementation through improved leadership practices, deeper cross‑functional collaboration, and the structured application of HK.