Organizational and human factors related challenges to ISO 20000

Abstract

Purpose The purpose of this paper is to explore organizational and human factor-related challenges to information technology (IT) service management standard ISO 20000 in an emerging economy context. Then, this research has proposed some implications of the challenges to implementing environmental sustainability and circular economy. Design/methodology/approach To fulfill the research purpose, an empirical study was undertaken. The data required for the current study, based on a Likert scale and using questionnaires, were collected through surveys, interviews, telephonic conversations and meetings with IT firm managers and staff. The ranking of challenges was obtained based on the mean and standard deviation calculated from the survey responses. Findings The results indicated that senior management support was the most significant challenge for the successful implementation of IT Service Management systems. Other significant challenges were the justification of significant investment, premium customer support, co-operation and co-ordination among IT support teams, proper documentation and effective process design. Practical implications The current research is expected to help IT managers implement ISO 20000 and to manage environmental sustainability and circular economy across their organizational networks. Originality/value To the best of the authors’ knowledge, the current study is the first attempt to explore the organizational and human factor-related challenges to ISO 2000 in an emerging economy context. Furthermore, the current study proposes implications to the challenges to environmental sustainability and circular economy.

Role of Ergonomic Factors Affecting Production of Leather Garment-Based SMEs of India: Implications for Social Sustainability

“…For this, 100 participants (50 males and 50 females), working for not less than 8 years from the five leather garment companies were asked to express their opinions about the importance of the selected ergonomic factors via a five-point Likert's scale (5-strongly agree, 4-agree, 3-neutral, 2-disagree, and 1-strongly disagree) [55]. After consolidating the workers' responses, Cronbach's α was calculated for the identified ergonomic factors using SPSS statistical software [66]. The value of cronbach's α should lie between 0 and 1.…”

Guest editorial

“…GHRM can be achieved through a number of human resources-related practices, such as: (1) a recruitment process which considers how “green” candidates are, and how aligned they are with the firm's environmental objectives (Adjei-Bamfo et al , 2019); (2) unlocking the full potential of the workforce and the organization's top management team in order to achieve a more environmentally sustainable organization (Ramus and Steger, 2000; Daily et al , 2012; Pham and Kim, 2019); (3) training for green purposes, such as the development of green products (Govindarajulu and Daily, 2004; Jabbour et al , 2013); (4) individual and group assessment and performance appraisal of the workforce based on green criteria (Milliman and Clair, 2017; Naeem, 2019) and (5) green capacity building beyond the company's walls, which means the promotion of capacity building for green purposes across supply chains (Nejati et al , 2017; Jabbour and de Sousa Jabbour, 2016; Longoni et al , 2018), including certifications and labels (Ahmad et al , 2019).…”

“…GHRM can also be useful for the green transformation of multinational companies in traditional industries, such as the gas and oil industry, as explored by in the article “Greening Multinational Enterprises in the Oil, Gas and Petrochemicals: Environmental Sustainability and the moderation role of environmental sensitivity” (Ndubisi, 2019). Labels and certifications can affect the implementation of GHRM, as detailed in “Organizational and human factors related challenges to ISO 20000: Implications for environmental sustainability and circular economy” (Ahmad et al , 2019).…”

“…Finally, the insertion of “green” concerns into the traditional HRM field can be considered one of the trending topics in the future of human resources (Jackson et al , 2011). The global reach of GHRM has been developed through the growing number of research projects on the topic conducted in both mature and emerging markets, including representatives of the BRICS countries (Ahmad et al , 2019; Srivastava, 2019; Ndubisi, 2019; Moktadir et al , 2019; Haddock-Millar et al , 2016).…”

Toward a Sustainable Human Resources Management: Linking Green Human Resources Management Activities with ISO Standards

“…It has a wide scope, and there are still research gaps in this area. ES studies for standards other than those mentioned above also exist in literature (e.g., ISO 20000 implications by N. Ahmad et al, 2020). Likewise, many GHRM empirical studies are also employed, for example, Mukherji and Bhatnagar (2022) handled 38 of them.…”