IMS?three into onewill go!: the advantages of a single integrated quality, health and safety, and environmental management system

Impact of management systems on business operations in trade: Case of the Republic of Croatia

“…Integrated management systems brings numerous benefits to the company, both internal and external. The findings of previous studies (Abad et al, 2014;Griffith, 2000;Karapetrović and Willborn, 1998;Lopez-Fresno, 2010;Salomone, 2008;Simon et al;Wright, 2000;Zutshi and Sohal, 2005) confirmed the positive relationship between management system integration and internal benefits (enhanced efficiency, streamlined processes, improving communication channels, time reduction). Moreover, the integration of management systems also correlates positively with external benefits, as evidenced by studies conducted by Kafel (2016), Bernado et al (2015, Simon et al (2012), among others.…”

“…The relationship between the degree of integration of management systems and internal benefits was investigated by Karapetrović and Willborn (1998), Wright (2000), Griffith (2000), Zutshi and Sohal (2005), Salomone (2008), Lopez-Fresno (2010), Simon et al (2012) and Abad et al (2014). Today, many companies integrate various management systems (for quality, environmental protection, health protection, etc.)…”

“…Hypothesis H4, addressed the relationship of internal benefits and the degree of management system integration. Internal benefits were examined using the following 14 statements according to the previous research (Georgiadou and Tsiotras, 1998;Griffith, 2000;Hofmann and Türk, 2009;Poksinska et al, 2003;Psomas et al, 2011;Salomone, 2008;Simon et al, 2009;Wright, 2000) such as cutting red tape, lower level of management complexity, reducing management costs, saving time, optimization of internal revision, optimization of training activities, unification of training activities, better-defining employee responsibilities, neutralizing conflicts of differentiated goals within the company, financial savings, improving stakeholder relations, improvements in organizational control, management cost reductions, and continuous business improvement.…”

“…Finally, hypothesis H5 addressed the relationship of external benefits and management system integration. External benefits measurement is applied according to previous research (Georgiadou and Tsiotras, 1998;Griffith, 2000;Lopez-Fresno, 2010;Poksinska et al, 2003;Psomas et al, 2011;Salomone, 2008;Simon et al, 2009;Wright, 2000;Zeng et al, 2011;Zutshi and Sohal, 2005) including 6 statements: optimization of external audit, optimization of communication with the surroundings, market share growth, greater end-user satisfaction, improving the company's image and faster delivery of products or services.…”

Impact of management systems on business operations in trade: Case of the Republic of Croatia

“…Integrated management systems brings numerous benefits to the company, both internal and external. The findings of previous studies (Abad et al, 2014;Griffith, 2000;Karapetrović and Willborn, 1998;Lopez-Fresno, 2010;Salomone, 2008;Simon et al;Wright, 2000;Zutshi and Sohal, 2005) confirmed the positive relationship between management system integration and internal benefits (enhanced efficiency, streamlined processes, improving communication channels, time reduction). Moreover, the integration of management systems also correlates positively with external benefits, as evidenced by studies conducted by Kafel (2016), Bernado et al (2015, Simon et al (2012), among others.…”

“…The relationship between the degree of integration of management systems and internal benefits was investigated by Karapetrović and Willborn (1998), Wright (2000), Griffith (2000), Zutshi and Sohal (2005), Salomone (2008), Lopez-Fresno (2010), Simon et al (2012) and Abad et al (2014). Today, many companies integrate various management systems (for quality, environmental protection, health protection, etc.)…”

“…Hypothesis H4, addressed the relationship of internal benefits and the degree of management system integration. Internal benefits were examined using the following 14 statements according to the previous research (Georgiadou and Tsiotras, 1998;Griffith, 2000;Hofmann and Türk, 2009;Poksinska et al, 2003;Psomas et al, 2011;Salomone, 2008;Simon et al, 2009;Wright, 2000) such as cutting red tape, lower level of management complexity, reducing management costs, saving time, optimization of internal revision, optimization of training activities, unification of training activities, better-defining employee responsibilities, neutralizing conflicts of differentiated goals within the company, financial savings, improving stakeholder relations, improvements in organizational control, management cost reductions, and continuous business improvement.…”

“…Finally, hypothesis H5 addressed the relationship of external benefits and management system integration. External benefits measurement is applied according to previous research (Georgiadou and Tsiotras, 1998;Griffith, 2000;Lopez-Fresno, 2010;Poksinska et al, 2003;Psomas et al, 2011;Salomone, 2008;Simon et al, 2009;Wright, 2000;Zeng et al, 2011;Zutshi and Sohal, 2005) including 6 statements: optimization of external audit, optimization of communication with the surroundings, market share growth, greater end-user satisfaction, improving the company's image and faster delivery of products or services.…”

An integrated management systems approach to corporate social responsibility

“…An IMS provides the organization with the structures to design organizational processes in such a manner that stakeholder requirements do not conflict with each other (Wright, 2000). At the strategic level, an IMS provides a mechanism for increased interaction with stakeholders, a means of developing an informed understanding of their demands, and a way to structure the effective and efficient channeling of organizational resources (Karapetrovic, 2002(Karapetrovic, , 2003.…”

Impact of management systems on business operations in trade: Case of the Republic of Croatia

“…Integrated management systems brings numerous benefits to the company, both internal and external. The findings of previous studies (Abad et al, 2014;Griffith, 2000;Karapetrović and Willborn, 1998;Lopez-Fresno, 2010;Salomone, 2008;Simon et al;Wright, 2000;Zutshi and Sohal, 2005) confirmed the positive relationship between management system integration and internal benefits (enhanced efficiency, streamlined processes, improving communication channels, time reduction). Moreover, the integration of management systems also correlates positively with external benefits, as evidenced by studies conducted by Kafel (2016), Bernado et al (2015, Simon et al (2012), among others.…”

“…The relationship between the degree of integration of management systems and internal benefits was investigated by Karapetrović and Willborn (1998), Wright (2000), Griffith (2000), Zutshi and Sohal (2005), Salomone (2008), Lopez-Fresno (2010), Simon et al (2012) and Abad et al (2014). Today, many companies integrate various management systems (for quality, environmental protection, health protection, etc.)…”

“…Hypothesis H4, addressed the relationship of internal benefits and the degree of management system integration. Internal benefits were examined using the following 14 statements according to the previous research (Georgiadou and Tsiotras, 1998;Griffith, 2000;Hofmann and Türk, 2009;Poksinska et al, 2003;Psomas et al, 2011;Salomone, 2008;Simon et al, 2009;Wright, 2000) such as cutting red tape, lower level of management complexity, reducing management costs, saving time, optimization of internal revision, optimization of training activities, unification of training activities, better-defining employee responsibilities, neutralizing conflicts of differentiated goals within the company, financial savings, improving stakeholder relations, improvements in organizational control, management cost reductions, and continuous business improvement.…”

“…Finally, hypothesis H5 addressed the relationship of external benefits and management system integration. External benefits measurement is applied according to previous research (Georgiadou and Tsiotras, 1998;Griffith, 2000;Lopez-Fresno, 2010;Poksinska et al, 2003;Psomas et al, 2011;Salomone, 2008;Simon et al, 2009;Wright, 2000;Zeng et al, 2011;Zutshi and Sohal, 2005) including 6 statements: optimization of external audit, optimization of communication with the surroundings, market share growth, greater end-user satisfaction, improving the company's image and faster delivery of products or services.…”

An integrated management systems approach to corporate social responsibility

“…An IMS provides the organization with the structures to design organizational processes in such a manner that stakeholder requirements do not conflict with each other (Wright, 2000). At the strategic level, an IMS provides a mechanism for increased interaction with stakeholders, a means of developing an informed understanding of their demands, and a way to structure the effective and efficient channeling of organizational resources (Karapetrovic, 2002(Karapetrovic, , 2003.…”

Impact of management systems on business operations in trade: Case of the Republic of Croatia

“…Integrated management systems brings numerous benefits to the company, both internal and external. The findings of previous studies (Abad et al, 2014;Griffith, 2000;Karapetrović and Willborn, 1998;Lopez-Fresno, 2010;Salomone, 2008;Simon et al;Wright, 2000;Zutshi and Sohal, 2005) confirmed the positive relationship between management system integration and internal benefits (enhanced efficiency, streamlined processes, improving communication channels, time reduction). Moreover, the integration of management systems also correlates positively with external benefits, as evidenced by studies conducted by Kafel (2016), Bernado et al (2015, Simon et al (2012), among others.…”

“…The relationship between the degree of integration of management systems and internal benefits was investigated by Karapetrović and Willborn (1998), Wright (2000), Griffith (2000), Zutshi and Sohal (2005), Salomone (2008), Lopez-Fresno (2010), Simon et al (2012) and Abad et al (2014). Today, many companies integrate various management systems (for quality, environmental protection, health protection, etc.)…”

“…Hypothesis H4, addressed the relationship of internal benefits and the degree of management system integration. Internal benefits were examined using the following 14 statements according to the previous research (Georgiadou and Tsiotras, 1998;Griffith, 2000;Hofmann and Türk, 2009;Poksinska et al, 2003;Psomas et al, 2011;Salomone, 2008;Simon et al, 2009;Wright, 2000) such as cutting red tape, lower level of management complexity, reducing management costs, saving time, optimization of internal revision, optimization of training activities, unification of training activities, better-defining employee responsibilities, neutralizing conflicts of differentiated goals within the company, financial savings, improving stakeholder relations, improvements in organizational control, management cost reductions, and continuous business improvement.…”

“…Finally, hypothesis H5 addressed the relationship of external benefits and management system integration. External benefits measurement is applied according to previous research (Georgiadou and Tsiotras, 1998;Griffith, 2000;Lopez-Fresno, 2010;Poksinska et al, 2003;Psomas et al, 2011;Salomone, 2008;Simon et al, 2009;Wright, 2000;Zeng et al, 2011;Zutshi and Sohal, 2005) including 6 statements: optimization of external audit, optimization of communication with the surroundings, market share growth, greater end-user satisfaction, improving the company's image and faster delivery of products or services.…”

An integrated management systems approach to corporate social responsibility

“…An IMS provides the organization with the structures to design organizational processes in such a manner that stakeholder requirements do not conflict with each other (Wright, 2000). At the strategic level, an IMS provides a mechanism for increased interaction with stakeholders, a means of developing an informed understanding of their demands, and a way to structure the effective and efficient channeling of organizational resources (Karapetrovic, 2002(Karapetrovic, , 2003.…”