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Purpose -This paper seeks to describe an integrated management systems (IMS) approach for the integration of corporate sustainability into business processes. Design/methodology/approach -An extensive review of published literature was conducted. Building on existing research, the paper presents an original framework for structuring the integration of corporate sustainability with existing business infrastructure. The framework is supported by a detailed set of diagnostic questions to help guide the process. Both the framework and the diagnostic questions are based on the "Plan-Do-Check-Act" cycle of continuous improvement. Findings -The paper highlights the need for a systematic means to integrate sustainability into business processes. Building on that point, the paper illustrates how an IMS approach can be used to structure the entire process of managing, measuring, and assessing progress towards corporate sustainability. Practical implications -The paper should be of interest to both practitioners and researchers. The framework and diagnostic questions will help guide decision makers through the process of building sustainability into their core business infrastructure. Since the framework and diagnostic questions provide the flexibility to accommodate specific organizational contexts, it is anticipated that they will have wide applicability. Originality/value -The paper makes several contributions. The framework provides a systematic approach to corporate sustainability that has not been elaborated on in previous publications. The unique set of diagnostic questions provides a means to evaluate the extent to which corporate sustainability has been integrated into an organization.

Purpose -The purpose of this paper is to provide a process-based design of integrated management systems (IMS) implementation. Design/methodology/approach -An extensive survey of peer-reviewed literature was conducted. Based on the literature review, a comprehensive methodology for the design and implementation of an IMS was developed. Findings -A critical review of the strategies employed and of difficulties encountered in IMS implementation reveals the need for a context-and process-based design of IMS. At the operational level core activities are first designed from the perspective of stakeholders' requirements and then treated with operational excellence tools to strip away waste. The transformed core processes are then integrated with mainstream individual management systems to form one composite and holistic management system. The institutionalisation of IMS needs to be addressed in its design (through process embedded design) as well as at the users' level (through education and training of employees). Practical implications -The paper provides the process-based strategy for IMS implementation and institutionalisation. Originality/value -The paper should be useful for practitioners searching for a recipe to integrate management systems, for government regulatory agencies seeking to facilitate the integration of management systems, and for researchers as a future area of research.

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Purpose -This paper is an empirical study of the organisational approaches used for integration of management systems (MSs) and the comparative effectiveness of such approaches. Design/methodology/approach -Research employed four case studies. Results are derived from the analysis of triangulated evidence obtained from in-depth interviews, observations, internal documents analysis, archives, and short questionnaires. Findings -Results identified two archetypes of integration strategies termed "systems approach" and "techno-centric approach". Maximum benefits are achieved by using a systems approach to integration of MSs, while using the techno-centric approach leads to benefits mainly at the operational level.Research limitations/implications -This research is qualitative and, as such, does not investigate the integration of MSs across a large number of organisations. The research does not investigate the causality between strategies employed for integration and their outcomes. Originality/value -There is little empirical research to date on the strategies employed for integration of MSs and their effectiveness. This research contributes to both literature and practice by demonstrating that a systems approach gives rise to greater integration throughout various organisational levels and greater benefits as compared to other approaches.

Purpose – The systematic implementation and assessment of corporate sustainable development is difficult in the absence of a structured approach. The existing management systems and frameworks do not provide a balanced approach to the management of the triple bottom line of sustainable development. The purpose of this paper is to explore the possibility of developing a sustainable development management system (SDMS) and provides a basic framework for such a system. Design/methodology/approach – The paper reviews the approaches that can be employed to embody the various elements of a SDMS – including underlying values, system requirements, continual improvement, and assessment approaches. Advantages and disadvantages of developing a SDMS are also reviewed. Findings – Descriptive guidelines augmented by prescriptive requirements could provide a comprehensive guide to corporate sustainable development management and assessment through a hybrid approach. A basic structure for the descriptive guidelines, prescriptive requirements, and assessment approaches is provided. Practical implications – The paper could provide a needed starting point for managers to structure their thinking related to their organisation's sustainability initiatives. Originality/value – The existing systems and guidelines addressing sustainable development are characterised by several limitations. This paper provides a unique framework for corporate sustainable development that has not been addressed in previous publications.

There is increasing pressure on corporations for sustainability reporting. However, current patterns in corporate sustainability reporting are not well understood. Additional research is needed to identify the contents of current reports and to provide a basis for improvement. The aim of this research is to analyze the sustainable development reporting patterns of Dutch companies. A content analysis of Dutch sustainability reports was conducted. The findings show that the contents of Dutch sustainability reports vary widely. While some areas in these reports are well developed, others – such as the use of cross‐cutting indicators, linking sustainability initiatives with broader public policy, future reporting directions, systematic presentation of data, and discussion of non‐conformances – require significant improvement. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment