Companies worldwide strive to become more sustainable, and, in this context, the circular economy (CE) gains importance as alternative system as opposed to the linear economy. Since executive mangers around the world work with management systems (MSs) to guide and improve organizational operations, this work aims to explore how integrated MSs (IMS) as business tools can contribute to the adoption of CE principles at the corporate level. To achieve this objective, a systematic literature review is performed, which results in a synthesis sample of 18 academic papers. The findings reveal how MSs contribute to CE adoption and, therefore, demonstrate that managers can use IMS to foster CE implementation. In addition, the findings highlight the importance of institutional intervention in the transition from a linear towards a circular designed economy. The paper contributes to academia by linking the concepts of IMS and CE, synthesizing the current academic knowledge at hand, and proposing a comprehensive research agenda that sets the path for future academic investigations. In a practical perspective, the paper contributes also to managers since it emphasizes how IMS can be used to incorporate circular business thinking into operations management.
The growing societal and political focus on sustainability at global level is pressurizing companies to enhance their environmental, social and governance (ESG) performance to satisfy respective stakeholder needs and ensure sustained business success. With a data sample of 4292 companies from Europe, East Asia and North America, this work aims to prove through a cross-regional empirical study that quality management systems (QMSs) and environmental management systems (EMSs) represent powerful business tools to achieve this enhanced ESG performance. Descriptive and cluster analyses reveal that firms with QMSs and/or EMSs accomplish statistically significant higher ESG scores than companies without such management systems (MSs). Furthermore, the results indicate that operating both types of MSs simultaneously increases performance in the environmental and social pillar even further, while the governance dimension appears to be affected mainly by the adoption of EMSs alone. To the best of the authors’ knowledge, such large-scale, cross-regional analysis of the impact of QMSs and EMSs on ESG performance is absent from the literature, thus paving the way for pioneering academic research. The study is grounded in stakeholder theory and demonstrates managers how the implementation of MSs can assist in successfully translating stakeholders’ sustainability concerns into actionable business practice. Furthermore, it allows decision-makers to gain insight into the strengths and weaknesses of QMSs and EMSs for tackling specific ESG issues and highlights the performance advantages of combining both MSs. The work also depicts policymakers how corporate sustainable performance (CSP) can be improved by fostering MSs adoption, thereby emphasizing the importance of supporting and facilitating the diffusion of these systems.
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