【正文】 rdsLascelles and Dale (1991) identified six levels of TQM adoption, namely, unmitted, drifters, tool pushers, improvers, award winners, and worldclass. The HKMA Quality Award is one of those quality awards such as Malcolm Baldrige National Quality Award (USA), European Foundation for Quality Management (EFQM) Award (Europe), and Deming’s Prize (Japan). By the research of Lam and Yu (1999), the researchers concluded that the framework of HKMA Quality Award was similar to the Malcolm Baldrige National Quality Award with different weightings of ‘judging criteria’ only. On the other hand, if it is not our bias, that all these awards are not theoretically built as such (As far as we know). The authors came across some of the awards were absolutely absurd. Recently, our small pany received a reward, which stated that our pany is one of the top fifty training panies in China. We asked for the framework and the judging criteria and we received virtually ‘nothing’ concerning our queries. Therefore, for a national award, such as Malcolm Baldrige National Quality Award, the quality model should bet built up soundly. When we pared the judging framework or criteria of HKMA Quality Award with the Kanji’s TQM model, we can find the logic as following Figure 8. Since the Kanji’s TQM modified model could be fit into systems theory as per figure 4, therefore, there is no doubt that the HKMA Quality Award can also be fit into the systems theory as well. However, they have to modify systematically.Analysis and findingsThe BSC and the HKMA Quality Award From the literature review and analyses, the readers of this paper can find that there is a highly correlated relationship between the BSC, Kanji’s TQM model and the HKMA Quality Award. Owing to the constraints of the length of this paper, we summarize the relationship as following Figure 9.As we knew, the framework of BSC was researchbased concept. After ten years of successful launching (continuous testing/ improvement), it is being regarded as one of the successful concepts/models of management in last 75 years (See Harvard Review’s Remendation). Based on our research approach (using systems theory), our literature review, discussions above and the Kolb’s experiential learning cycle, such as our concrete experience, observation/reflection, we hypothesize that the modified BSC framework and the Kanji’s TQM modified model in reference to the HKMA Quality Award are “similar” as following Figure 10. Using systems theory as the analytical tool and based on our analyses, we tried to triangulate the two models/concepts into systems theory together and we call the oute as the BSCOriented TQM concept as per abovementioned Figure 11. Concept MappingUsing the technique of Influence diagram/mapping or strategic mapping in the terminology of BSC, we tried to put the elements or concepts of figure 11 and Figure 3 into another format as we call it ‘Concept Mapping’ or ‘Template’ of the BSCOriented TQM concept as following Figure 12sThose readers who are familiar to BSC should find the similarities of the ‘strategic maps’ of BSC (Kaplan and Norton, 2000) with the concept mapping of the BSCOriented TQM concept in figure 12. Let us assume that our theoretical arguments are based on concrete experience, observation amp。 reflection, are sound and established, the BSCOriented TQM model template are generated which is based on the BSC framework and Kanji’s TQM modified model with reference to HKMA Quality Award. We are advocating for further testing in order to plete the Kolb’s experiential learning cycle. The template itself serves as a guideline for achieving Business Excellence with TQM model and BSC framework for which is valueadding or value creation. The simple idea is “why not BothAnd”, a kind of management paradigm shift. That is to say, why not conjoin both TQM and BSC together in real world.Application of the BSCOriented TQM Concept Although we have different clients to do different sections of the proposed concept, we do not have a single case to claim the ecological validity of the BSCOriented TQM concept. Therefore, we advocate the readers, both practitioners and academics, to test the proposed concept in order to contribute to the management knowledge of the world.ConclusionOriginally, BSC is only a researched concept/framework of pany performance system. Owing to the contributions or continuous testing of the concept in the marketplace, now BSC bees parts of the strategic management processes particularly in strategic implementation and control (Please refer to Kaplan and Norton’s books: Strategy Into Action and Strategy Focused Organization). Most of the TQM concepts/models are somewhat ‘vague’ rather than academically built business models as such. In order to improve the concept of TQM continuously, the authors of this paper used systems theory to analyze those concepts and tried to conjoin the BSC framework with the selected Kanji’s TQM model with reference to the judging framework and criteria of HKMA Quality Award systemically. For those panies either implementing BSC or TQM can benefit from the merits (similarities) of the two management tools/concepts under the concept of the BSCOriented TQM model, for which is systemically built and hopefully practically proved model for strategic management for continuous improvement. It is value adding in management world. We have to admit the fact that we have some fragmented case studies for various parts of the proposed concept such as the management of meaning (S1), strategy formulation (S2 and S3), strategic implementation (S4) and strategic control (S5). Nevertheless, we could not claim the BSCOriented TQM concept is practically proved even in a single case study. More testing or case studies are needed to improve the whole conceptual model. In order to avoid the phenomenon of ‘GarbageIn and GarbageOut’ of systems the