A Methodology to Develop the Integration of the Environmental Management System with Other Standardized Management Systems

Rebelo, Manuel Ferreira; Santos, Gilberto; Silva, Rui

doi:10.4236/cweee.2014.34018

Cited by 12 publications

(5 citation statements)

References 27 publications

(37 reference statements)

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“…Integration is a very important feature of research and is debatable [32,39]. The integration of knowledge is an important process in organizations [40][41][42]. The novelty of knowledge management in integrated management systems in construction companies has been shown in Table 2.…”

Section: Knowledge Managementmentioning

confidence: 99%

Development of knowledge management in integration management systems in order to increase the organisational performance of construction companies

2019

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The previous research on integrated management systems has varied. Most of them used a structural equation model (SEM) or consisted of a literature review. These studies have not yet presented a relationship between integration management systems at the practical level in order to improve organisational performance. These studies have not included knowledge management in their implementation. Research on knowledge management is needed in order to minimise the inefficiency of an organisation. The level of maturity of knowledge management in construction companies is only about 50% (at the practiced level). The biggest obstacle to the realisation of an integrated management system is a lack of knowledge management. Knowledge management is a key standard in integrated management and sustainability reporting. This study aims to identify the most important variables needed in the context of the development of knowledge management and integrated management systems through RII analysis, including developing a job description through RAM RACI R (Responsible), A (Accountable), C (Consult), and I (Inform).

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Section: Knowledge Managementmentioning

confidence: 99%

Development of knowledge management in integration management systems in order to increase the organisational performance of construction companies

2019

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“…The recurring themes addressed in the mainstream literature within the IMSs scientific domain reported the limitations of the lack of integration (Almeida et al , 2014; Domingues et al , 2012, 2015), enabled the identification of critical success factors (Almeida et al , 2014; Oliveira, 2013) and dissected the guidelines and strategies for integration of MSs (Oliveira, 2013; Rebelo et al , 2014a). In addition, several authors proposed some contributions on the proper design of IMSs (Garengo and Biazzo, 2013; Manzanera et al , 2014; Rebelo et al , 2014b; Zeng et al , 2007), on the factors that impact the integration level attained (Bernardo et al , 2011, 2012) and suggested integration levels or degrees (Bernardo et al , 2009; Jørgensen et al , 2006; Jørgensen, 2008; Sampaio et al , 2012).…”

Section: Literature Reviewmentioning

confidence: 99%

Integrated management systems diffusion models in South European countries

Cabecinhas

Domingues

Sampaio

et al. 2018

IJQRM

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Purpose-This paper dissects the diffusion of the number of organizations that implemented multiple management systems (MSs), considering the ISO 9001, ISO 14001 and OHSAS 18001 standards (QES) in the South European countries: Italy, Portugal and Spain. In addition, based on the data collected, forecasting models were developed to assess at which extent the multiple certifications are expected to occur in each studied country. Design/methodology/approach-Data concerning the evolution of the amount of multiple MSs in Italy, Portugal and Spain were collected for the period between 1999 and 2015. The behaviour of the evolution of the number of MSs over the years was studied adopting both the Gompertz and the Logistic models. The results obtained with these two models were compared and analyzed to provide a forecast for the next years. Findings-The diffusion throughout the years of the number of MSs presents an Sshaped behaviour. The evolution of the amount of MSs in countries with a lower saturation level are properly fitted by the Gompertz model whereas the Logistic model fits more accurately when considering countries with a larger saturation level. Research limitations/implications-The data related to the early years are not available in some of the countries. To overcome this shortcoming missing data was extrapolated from the dataset provided by the annual ISO survey. Additionally, the integration level attained by each company was not assessed and, on this regard and in the scope of this paper, an integrated management system is understood as implemented when organizations have multiple MSs implemented. Practical implications-The results provide a cross-sectional portrayal of the diffusion of MSs certifications in the South European countries and enable a forecast for the trend in the next years. Originality/value-This study aims for the first time, to the best of the authors' knowledge, to analyze the diffusion of multiple MSs throughout the years.

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“…The Company should therefore potentiate for each stage: Plan, Do, Check, Act a careful and methodical analysis of the differences that effectively can be observed in terms of standards requirements under involved equivalent clauses and for each phase and at each stage of development of the SIG-QES, according to the model of Figure 3 [21,36,37], to ensure its compliance and evidence of it, in full conformity. First of all, the definition, approval and communication of the Integrated Management Policy, a common requirement to the different normative references, must take into account and be consistent with the Mission and Vision of the organization-these supported on a strategy and specific objectives which in turn support the implementation of that policy and its consequent effectiveness.…”

Section: Model To Support the Development Of The Imsmentioning

confidence: 99%

Integration of Standardized Management Systems: A Dilemma?

Rebelo¹,

Santos

Silva³

2015

Systems

Self Cite

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Abstract:The growing proliferation of management systems standards (MSSs), and their individualized implementation, is a real problem faced by organizations. On the other hand, MSSs are aimed at improving efficiency and effectiveness of organizational responses in order to satisfy the requirements, needs and expectations of the stakeholders. Each organization has its own identity and this is an issue that cannot be neglected; hence, two possible approaches can be attended. First, continue with the implementation of individualized management systems (MSs); or, integrate the several MSSs versus related MSs into an integrated management system (IMS). Therefore, in this context, organizations are faced with a dilemma, as a result of the increasing proliferation and diversity of MSSs. This paper takes into account the knowledge gained through a case study conducted in the context of a Portuguese company and unveils some of the advantages and disadvantages of integration. A methodology is also proposed and presented to support organizations in developing and structuring the integration process of their individualized MSs, and consequently minimize problems that are generators of inefficiencies, value destruction and loss of competitiveness. The obtained results provide relevant information that can support Top Management decision in solving that dilemma and consequently promote a successful integration, including a better control of business risks associated to MSSs requirements and enhancing sustainable performance, considering the context in which organizations operate.

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A Methodology to Develop the Integration of the Environmental Management System with Other Standardized Management Systems

Cited by 12 publications

References 27 publications

Development of knowledge management in integration management systems in order to increase the organisational performance of construction companies

Development of knowledge management in integration management systems in order to increase the organisational performance of construction companies

Integrated management systems diffusion models in South European countries

Integration of Standardized Management Systems: A Dilemma?

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