Challenges in implementing a functional ISO 14001 environmental management system

Searcy, Cory; Morali, Oguz; Karapetrović, Stanislav; Wichuk, Kristine; McCartney, Daryl; Mcleod, S W; Fraser, Don

doi:10.1108/02656711211258526

Cited by 41 publications

(51 citation statements)

References 59 publications

(76 reference statements)

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“…Bernardo et al (2010) identify three different groups according to the level of audit integration, with the internal audits being more integrated than the external audits and the most integrated aspect being the auditors or audit team (similar results can be found in Simon et al, 2014). Inadequacy of audit methodologies is mentioned in the literature as one of the common barriers to integration (Searcy et al, 2012;Hoy and Foley, 2015). Researchers contend that auditors should not simply audit but also aid managers when integrating (Beckmerhagen et al, 2003a).…”

Section: Introductionmentioning

confidence: 75%

A qualitative study on integrated management systems in a non-leading country in certifications

Bernardo

Gotzamani

Vouzas

et al. 2016

Total Quality Management & Business Excellence

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The aim of this study is to analyze the integration of management systems in a country with low certifications number and growth rate and propose a research agenda towards improving the competitiveness of organizations that implement multiple management systems. The main research questions focuses on the implementation process itself and the effect of low level of national certification to the integration process. To serve this research purpose, an exploratory research is designed in Greece (a country with relatively low certification counts and rates to the ISO 9001 and ISO 14001 management standards). A case study approach is employed to enable deeper and comprehensive reasoning. A cross-case analysis is presented to explore patterns, similarities and differences among organizations. Findings show that 4 out of 5 organizations analyzed are integrating its management systems at different levels, the integration methodology applied is similar for all organizations but audits are the most dissimilar aspect. This study is one of the first that addresses management systems' integration in Greece exploring contingency factors.Keywords: Audits, Greece, integration of management systems, ISO 9001, ISO 14001. IntroductionOver the past two decades, there was an enormous increase of management systems (MSs) standards certification, especially across Europe and Asia (see ISO, 2015). The most widespread Empirical research has focused mainly on the process of integration analyzing different aspects, including but not limited to the design and implementation of organization's integration strategy (Bernardo et al., 2012a;Mohannad et al., 2013), the integration methodology organizations use (Rebelo et al., 2014a(Rebelo et al., , 2014bGarengo and Biazzo, 2013;Kauppila et al., 2015), the current level of integration (Bernardo et al., 2009;Abad et al., 2014;Mezinska et al., 2015), and the integration of MSs' audits (Bernardo et al., 2010;Simon et al., 2014;Hoy and Foley, 2015). This research has been done, in majority, using surveys in those countries with a high level of certificates (Douglas and Glen, 2000;Bernardo et al., 2009;Abad et al., 2014; among others).Taking all the above into account, the purpose of this research is to shift focus to a country that is ranked moderately low in terms of MS certifications. To this end, Greece is selected as the 2 representative country being less advanced in terms of IMS research and ISO certifications compared to over-researched and high certification rated countries, such as Spain or UK. Five Greek case organizations are selected and analyzed qualitatively with respect to the main integration aspects, i.e., the integration strategy and methodology, the integration level and the integration of audits. Furthermore, IMS maintenance and evolution avenues are discussed and future research agenda is proposed to improve the competitiveness of the organizations via integrating their MSs. To better illustrate this research objectives the following research questions The "integration str...

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Section: Introductionmentioning

confidence: 75%

A qualitative study on integrated management systems in a non-leading country in certifications

Bernardo

Gotzamani

Vouzas

et al. 2016

Total Quality Management & Business Excellence

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“…Salomone (2008) reported that the risk of not assigning the correct level of importance to each dimension was the Environmental and economic performance improvement through IMS applying Cleaner Production approach Fresner, 1998 Austria (1) Textile mill Cleaner production project followed by QMS development Garengo and Biazzo, 2013 Italy ( Pun et al, 1999 Hong-Kong (1) Laboratory services Self-assessed QMS framework integrating MBNQA, ISO 9001 and ISO 14001 Renzi and Cappelli, 2000 Italy (1) Food industry (dairy products) Opportunities and drawbacks of integration Rondinelli and Vastag, 2000 USA (1) Aluminum plant Supplement and extent of QMS to embed EMS, overlaps identified Sampaio et al, 2012 Portugal (3) Two (2) from the industrial and one (1) from the service sector Integration process time evolution/Standards integration Motives, drawbacks, benefits and integration level Santos et al, 2011;Santos et al, 2004 Portugal (1) Foundry Implementation of the quality, environment and health and safety management systems' integration in a casting plant Satolo et al, 2013 Brazil ( most significant challenge during IMS implementation. In addition, among the difficulties often encountered are the lack of integration guidelines, the lack of management commitment, the demand for training and cultural change, the lack of skilled auditors and consultants, the inadequate audit approaches and the deficiency in human as well as other resources (see, e.g., L opez-Fresno, 2010; Searcy et al, 2012;Simon et al, 2012b).…”

Section: Integration Constraintsmentioning

confidence: 99%

“…To assess the IMS audits integration level the parameters considered are the team, the scheduling, the frequency/simultaneity, the strategy adopted, the guidelines used, the audit plan, and the audit report (Bernardo et al, 2010;. As regards the certification bodies it is emphasized that they are not fully equipped to manage IMS audits (Beckmerhagen et al, 2003a;Searcy et al, 2012).…”

Section: Integration Of Auditsmentioning

confidence: 99%

Management systems integration: lessons from an abandonment case

Gianni

Gotzamani

2015

Journal of Cleaner Production

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“…Official definition of "cleaner production" will help us organize interesting ideas in this area [8]. The United Nations Environment Program (UNEP) defines cleaner production as a continuous application of an integrated preventive environmental strategy to processes, products, and services so as to increase overall efficiency and to reduce the risks to humans and the environment [9]. Now, the following questions arise: What are the key performance indicators involved cleaner production assessment in the pharmaceutical industry?…”

Section: Introductionmentioning

confidence: 99%

The Development of a Cleaner Production Model and Applied Management Solutions for the Pharmaceutical Industry

Zadeh¹,

Aleagha²,

Nia³

2018

Eurasian J Anal Chem

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The present study aimed to develop a cleaner production model and applied management solutions for the pharmaceutical industry. The research methodology was basic-applied in terms of purpose, and descriptive-exploratory in terms of implementation method. The statistical population included the companies operating in the pharmaceutical industry. Experts and managers working in these companies were selected as the statistical analysis unit. Using Cochran's formula for a finite population, 341 individuals, including 9 experts, were selected as the sample. Interpretive structural modeling technique was used to design the interpretive structural model of cleaner production, and rough set theory was used to prioritize cleaner production indicators. Finally, SWOT matrix was used to provide operational and strategic solutions for cleaner production. The results showed that 15 variables of "cleaner policies and regulations", "cleaner strategic stimulus", "cleaner leadership and competency", "cleaner processes", " cleaner suppliers", "cleaner employee", "cleaner partnership", "cleaner culture", "cleaner design", "cleaner environmental management", "cleaner resource management", "cleaner innovation", "cleaner purchasing management", "cleaner technology", "risk perception and cleaner protection indicators" are respectively the most important factors in achieving cleaner production. In the present study, a cleaner production assessment model was proposed for the pharmaceutical industry by identifying the key performance indicators involved in cleaner production using reliable techniques.

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Challenges in implementing a functional ISO 14001 environmental management system

Cited by 41 publications

References 59 publications

A qualitative study on integrated management systems in a non-leading country in certifications

A qualitative study on integrated management systems in a non-leading country in certifications

Management systems integration: lessons from an abandonment case

The Development of a Cleaner Production Model and Applied Management Solutions for the Pharmaceutical Industry

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