Taxonomic proposal for integration levels of management systems based on empirical evidence and derived corporate benefits

Abad, Jesús; Dalmau, Inés; Vilajosana, Jordi

doi:10.1016/j.jclepro.2014.04.084

Cited by 74 publications

(117 citation statements)

References 34 publications

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“…Second, businesses are increasingly integrating different management systems to reduce the duplication of managerial tasks and the economic losses that result from operating with multiple management system in parallel (Abad et al, 2014). From a strategic perspective, future research can address this point by evaluating if the effect of safety systems on performance is consistent in businesses that adopted other management systems.…”

Section: Discussion Implications and Concluding Remarksmentioning

confidence: 99%

Analysis of the relationship between the adoption of the OHSAS 18001 and business performance in different organizational contexts

Lafuente

Abad

2018

Safety Science

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This paper investigates how the characteristics of operational processes-systematic and projectbased-affect the impact of adopting the safety management systems on different performance metrics. The proposed approach allows the development of a framework which matches safety problems and risks encompassed by organizational tasks with solutions generated by new safety knowledge linked to the adoption of the OHSAS 18001 standard. Our analysis of the effect over work accidents, as well as operational and economic performance of implementing the OHSAS 18001 in Spanish manufacturing, construction and professional services organizations during 2006-2009 shows that organizations modify existing safety practices to mitigate work accidents, and that safety learning effects widely vary across industry sectors. Organizations whose current knowledge is mostly codified and processes are highly systematic benefit more from safety knowledge and experience, whereas the effects of the OHSAS 18001 dilute in organizations whose knowledge is high in tacitness, and whose processes difficult the visibility of the consequences of work accidents. This study has important implications for managing knowledge acquisition processes. The findings offer valuable insights on how managers can develop communication and coordination actions to cope with the potential incompatibilities between safety management systems, the properties of knowledge and work environmental conditions.

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Section: Discussion Implications and Concluding Remarksmentioning

confidence: 99%

Analysis of the relationship between the adoption of the OHSAS 18001 and business performance in different organizational contexts

Lafuente

Abad

2018

Safety Science

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“…To test the level of integration we followed the taxonomic proposal of Abad et al (2014) which requires the identification of two crucial variables used to categorize the integration level of the IMS: the final documentation of the IMS, and the integration degree of the process map. In the former case, documentation is expressed as the number of written procedures of the IMS.…”

Section: Methodsmentioning

confidence: 99%

“…The lack of an ISO standard establishing the requirements of an IMS forces businesses to adopt "ad hoc" designs to deal with the integration of their management systems, following own integration strategies (Lopez-Fresno, 2010;Abad et al, 2014). Although the relatively high level of alignment and compatibility between standards, persistent dissimilarities between them still create problems to firms when designing the new management system (Matias & Coelho, 2002;Salomone, 2008;Santos, Mendes & Barbosa, 2011;De Oliveira, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Research on the successful implementation of management systems is extensive in the case of quality management (ISO 9001) (Lafuente, Bayo-Moriones & García-Cestona, 2010;Georgiev & Georgiev, 2015), environmental management (ISO 14001) (Gavronski, Paiva, Teixeira & De Andrade, 2013;Ciravegna & Da Fonseca, 2015), and occupational health and safety management (OHSAS 18001) (Granerud & Rocha, 2011;Abad, Lafuente & Vilajosana, 2013). During the last decade, the integration of management systems has become an increasingly important strategy adopted by organisations, as it represents an alternative to operating with multiple management systems in parallel that cover different technical functions (Abad, Dalmau & Vilajosana, 2014).…”

Section: Introductionmentioning

confidence: 99%

“…Previous studies dealing with integrated management systems (IMS) have primarily focused on three key issues, namely structures and models of the new management system (Wilkinson & Dale, 2001;Ferguson, García & Bornay, 2002;Beckmerhagen, Berg, Karapetrovic & Willborn, 2003;Karapetrovic, 2003;Mackau, 2003;Pho & Tambo, 2014); methodologies, approaches and strategies for the integration process (Karapetrovic, 2002;Jørgensen, Remmen & Mellado, 2006;Bernardo, Casadesus, Karapetrovic & Heras, 2009;Asif, Fisscher & De Bruijn, 2010;De Oliveira, 2013); and the benefits that follow the integration of different management systems (Douglas & Glen, 2000;Khanna, Laroiya & Sharma, 2010;Zeng, Xie, Tam & Shen, 2011;Tarí, Molina-Azorín & Heras, 2012;Abad et al, 2014;Bernardo, Simon, Tarí & Molina-Azorin, 2015). Nevertheless, IMSs also face different problems that can tamper the integration process and its outcomes (Bernardo, Casadesus, Karapetrovic & Heras, 2012a).…”

Section: Introductionmentioning

confidence: 99%

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An analysis of the perceived difficulties arising during the process of integrating management systems

Abad¹,

Cabrera

Medina

2016

JIEM

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Abstract:Purpose: This study empirically scrutinises the difficulties that result from the integration of management systems and analyses the role of strategic actions and organisational factors on the difficulties-integration relationship.Design/methodology/approach: For the empirical application we use a unique dataset of Spanish certified firms (ISO 9001, ISO 14001 and OHSAS 18001) with integrated management system. We employ an analysis based on nonparametric tests to detect differences in the distribution of perceived difficulties across groups of firms grouped according to strategic choices and business size. Findings:Results show that the most relevant difficulty faced by managers is the employees' resistance to chance. Also, results suggest that the effective integration of management systems is conditioned by the sequence of integration of the systems, the integration level achieved and the structure governing the new integrated system. We also report a negative relationship between perceived difficulties and firm size. Practical implications:For business strategists, our results underline the relevance of designing governance structures that match the requirements of the integrated system and interlock -860-Journal of Industrial Engineering and Management -http://dx.doi.org/10. 3926/jiem.1989 organisational and technical aspects at the design stage of the new integrated system. Additionally, the findings suggest that managers should also develop communication actions that increase the participation and involvement of workers at all stages of the integration process.Originality/value: Most research emphasises the benefits of integrated management systems.By analysing the difficulties that arise during the integration process, this study contributes to fill a gap in the literature on the problems associated with processes of organisational change, in our case the integration of management systems.

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Does quality management improve the internalization of environmental practices? An empirical study in Africa

2021

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This article analyzes the role of quality management in the internalization of environmental practices. A qualitative study based on interviews with 35 practitioners was conducted in three African countries (Cameroon, Senegal, and Ivory Coast). The results highlight the contrasting roles played by the main reference model for quality management-International Organization for Standardization (ISO) 9001-in the internalization of the international standard for corporate environmental management-ISO 14001-with positive points related to formal and documentary aspects and perverse effects such as increased bureaucracy and a focus on quality at the expense of the environment. The results also point to four configurations of integration of environmental practices according to the level of quality management internalization and the level of institutional pressure to adopt corporate environmental management: poor integration, partial integration, substantial integration, and sustainable integration.

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Taxonomic proposal for integration levels of management systems based on empirical evidence and derived corporate benefits

Cited by 74 publications

References 34 publications

Analysis of the relationship between the adoption of the OHSAS 18001 and business performance in different organizational contexts

Analysis of the relationship between the adoption of the OHSAS 18001 and business performance in different organizational contexts

An analysis of the perceived difficulties arising during the process of integrating management systems

Does quality management improve the internalization of environmental practices? An empirical study in Africa

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