Different perspectives on management systems integration

Examining the link between integrated management systems and firm performance: do the integration strategies matter?

Purpose

This study attempts to examine the performance differences between firms with and without integrated management systems (IMSs), and the impact of three integration strategies (i.e. implementing quality management system (QMS) first, then environmental management system (EMS) (QMS + EMS); implementing EMS first, then QMS (EMS + QMS); implementing QMS and EMS simultaneously (QMS − EMS)) on firm performance to reveal the IMS–performance relationship and provide empirical evidence.

Design/methodology/approach

Two panel datasets were collected during 2009–2019. This study used the Mann–Whitney non-parametric test and a sample of 33,155 observations from 4,316 Chinese listed firms to compare the performance differences between the IMS and non-IMS groups through performance indicators. This study also examined the effects of three integration strategies on firm performance using a cross-sectional time-series feasible generalized least squares (FGLS) regression model and a sample of 11,289 observations from 2,037 firms.

Findings

The results show that significant performance differences exist between IMS and non-IMS firms; however, the performance of firms with an IMS is not always better than that of firms without IMS. Furthermore, the simultaneous integration strategy has a positive impact, whereas sequential integration strategies (QMS + EMS and EMS + QMS) negatively affect firm performance. Compared with the EMS + QMS strategies, the QMS + EMS strategies have a more prominent effect on firm performance. Simultaneous strategies are more effective than sequential strategies.

Practical implications

Firms should fully consider the potential benefits and costs associated with the difficulties of IMS implementation and the implementation order of different management systems and the potential effects of the management systems in different conditions. Firms also should try to develop internal capabilities through implementing different integration strategies.

Originality/value

By comparing performance differences between firms with and without IMS, this study enriches the understanding of the performance benefits of IMS implementation in the Chinese context. By examining the impact of integration strategies that follow different sequences on firm performance, this study promotes an in-depth understanding of the integration strategies and their performance implications beyond simple descriptions and also provides new insights into operations strategy models.

Integrated Financial Management Information System Project Implementation in Ghana Government Ministries

This study investigates the factors impeding successful implementation of integrated financial management information system (IFMIS) project in Ghana. When successfully implemented, IFMIS can bring about a reform in the country's financial management by reduce corruption and financial mismanagement. The study uses stratified and purposeful sampling methods and a questionnaire to collect from 346 employees in selected government departments. The study employs descriptive statistics to both assess IFMIS effectiveness and the effect of information and communications technology (ICT) competency in IFMIS implementation. Moreover, multiple regression analysis is used to determine the extent of top management support on IFMIS implementation success. The findings reveal that IFMIS is an effective tool in public financial management; however, the lack of ICT competency and top management support systems are the major factors required for a successful implementation of IFMIS. Recommendations are made to reduce the challenges associated with IFMIS implementation.

Communication of commitment towards sustainable development of certified Portuguese organisations

Purpose

The purpose of this paper is twofold: first, it aims at the identification and assessment of the commitments towards sustainable development (SD) communicated to all interested parties (stakeholders) by top management; and second, mapping the profile of the organisations which prominently communicate those commitments.

Design/methodology/approach

The research methodology was supported on the content analysis of the organisations’ statements (disclosed on the institutional website) that sustain the strategy and policies (organisational culture). A total of 540 certified Portuguese organisations in Quality, Environment and Occupational Health and Safety (QEOHS) comprised the sample.

Findings

According to this research, it is possible to identify three main commitments towards SD addressing customers (consumers), human resources (employees) and continuous improvement. Furthermore, results suggest that commitments towards customers and human resources fit properly into the theoretical assumptions of the stakeholder theory and, in turn, the commitment towards continuous improvement fits accurately into the assumptions of the “normative isomorphism” of the institutional theory. Moreover, the results pointed out the characteristics of Portuguese organisations (QEOHS) that prominently communicate commitments towards SD: large business volume, located in Lisbon or Setubal, fall within the public business sector, are members of the BCSD Portugal and publish annual reports on the institutional website.

Research limitations/implications

Solely organisations operating in Portugal and simultaneously encompassing three certified management subsystems (against the clauses of ISO 9001, ISO 14001 and OHSAS 18001 standards) were considered throughout this study. So it is not possible to ascertain at which extent the conclusions are valid. However, although the statistical generalisation of the results may be precluded, there is not any peculiar reason preventing the analytical generalisation, namely, in organisations operating in countries with similar macro-characteristics of Portugal.

Originality/value

To the best of authors’ knowledge this is the first time that such a comprehensive, detailed and thorough analysis of the communicated commitments towards SD is carried out regardless the activity sector. The conclusions from this paper are useful both for practitioners and scholars. On one hand companies have now information on the more often communicated statements, while on the other hand academics and scholars will benefit from this research and hopefully be able to replicate it in other contexts.

Selective integration of management systems: a case study in the construction industry

Purpose

Despite the widely recognized benefits of integrating management systems, many multi-certified organizations continue to implement two or more systems separately. This can happen either through ignorance or by deliberate intent. Focusing on the second reason, the purpose of this paper is to examine a number of factors that can lead an organization to consciously choose not to integrate all of its management systems.

Design/methodology/approach

The paper presents a case study of a construction company that has integrated the environmental management system and the occupational health and safety management system – which implies that the company is familiar with the practice of integration – while choosing to implement the quality management system separately from the other two.

Findings

The findings of this study show that the reasons that led the company not to integrate all of its systems are not so much related to the compatibility of these systems, but are much deeper and have implications that touch upon its basic principles and values. Despite the occurrence of some organizational and operational problems (such as complexity of administrative issues and bureaucracy), the separate implementation of the systems allowed the company to preserve both the balance between the powers of its executives and the ability to attach special importance to each area: quality, environment, health and safety.

Originality/value

This study will be useful in order to understand that selective integration of management systems is based on the belief that integration is not ade factodesirable goal, especially when the estimated cost-benefit ratio of non-integration is better than that of integration.

A case study of a simultaneous integration in an SME

Purpose

The purpose of this paper is to analyze the simultaneous implementation of an integrated management system (IMS) in a small and medium-sized enterprise (SME) and its impact on costs.

Design/methodology/approach

Based on a case study, the paper presents and analyzes the implementation of the ISO 9001 and ISO 14001 management system (MS) standards. The organization analyzed is an SME of the heating and air conditioning sector that had no MSs implemented (common in the sector) and decided to implement an IMS based on both function-specific MS standards (MSSs) and also achieving the separated certification. The analysis of expected and real costs is also presented.

Findings

The results show that a simultaneous integration is possible and the cost analysis evidences the improvement of the organization’s efficiency. The certificates for both MSSs were also achieved. These findings help in confirming theoretical statement posed in the literature of the integration of MSs: integration strategy, methodology and level. The organization values this integrated implementation as very positive internally and externally, as this is one of the first organizations of the sector implementing and integrating the ISO 9001 and ISO 14001.

Originality/value

Although studies analyzing empirically the integration of MSs have been widely published in recent years, to the best of the authors’ knowledge, this is one of the first papers analyzing the implementation of an IMS directly and analyzing its costs. In addition, this paper provides evidence that those organizations implementing integration later than others, can learn from the beginners’ experience.

Management systems integration: survey results

Purpose

The purpose of this paper is to report the results from a survey carried out among Portuguese companies with their management systems (MSs) certified according to, at least two of the following standards: ISO 9001, ISO 14001 and OHSAS 18001. In addition, the results from a second survey conducted amid a group of experts that pointed out several aspects that impact on the integration level will be dissected.

Design/methodology/approach

The phenomenon of MSs integration is hardly transferable to a contained environment so some of the common research methods traditionally adopted include case studies, surveys, interviews and observation in situ. The findings from two surveys online among Portuguese companies and Portuguese experts are reported in the current paper.

Findings

The results suggest that a set of common characteristics is present on the majority of the surveyed companies. On first hand, there is evidence of an effective integration of the policies and the existence of an integrated system manager on the organizational structure of the companies. On the other hand, results suggest that training was provided to top management concerning integration issues, an integrating concept was taken into account during the implementation process and tools, and methods and objectives of the subsystems are aligned.

Research limitations/implications

This paper addresses the issues raised in the mainstream scientific bibliography through the collection of information amidst Portuguese companies. At this stage, it is not possible to infer at which extent the conclusions may be transferable to other geographic contexts. The small number of companies that completed the survey precludes the statistical generalization of the findings but the analytical generalization is not impaired.

Originality/value

The authors believe that the conclusions of this paper may aid both practioneers and scholars in the understanding of a complex but manageable organizational phenomenon. In addition, through the contents of this paper companies may collect information regarding the pertinent issues to address when developing their IMSs.

Integrated management systems – interpretations, results, opportunities

Purpose

The purpose of this paper is to study how the expression “integrated management systems” is interpreted in literature, what it means to have an integrated management system (IMS) and what the results of this are.

Design/methodology/approach

A literature review was conducted based on Scopus using the search term “Integrated Management Systems.” In the chosen articles, effects of integration, scope, level and extent of integration and if the approach is inside-out or outside-in, have been analyzed.

Findings

Most articles on IMS conclude that integration is beneficial regarding cost saving, operational benefits and improved customer satisfaction. The general approach in the articles, describes an inside-out approach with focus on integrating existing management standards. The scope of integration covers typically management systems for quality, environment and occupational health and safety.

Practical implications

An IMS is found to be a system that integrates existing management standards based on an inside-out approach. This indicates possibilities for both practical improvement and research in exploring how integrated stakeholder needs could be managed, possibly as process-based IMSs.

Originality/value

This paper sheds light on the ambiguous interpretation of the IMS concept.

Food integrated management systems: dairy industry insights

Purpose

The purpose of this paper is to study the management systems integration from both sector and size perspectives.

Design/methodology/approach

Extant literature is reviewed focussing on food-related management topics. A single case is used to delve into the understanding of integrated management systems (IMSs) using the contingency approach. Data are drawn from documents and archives, on-site observations and by interviewing employees of all hierarchy levels.

Findings

This case shows how size and sector-related constraints may condition integration in terms of IMS scope, strategy, level, audits, resources, motives, benefits and difficulties. Traceability is identified as an integration “catalyst” for multiple MSs in food companies. It is further discussed, how an environmental management system would be embedded within the existing integrated structure.

Research limitations/implications

Conclusions bring to light the sustained business leverage provided by food IMSs. Thus, food industry managers are driven to streamline the quality, food safety and environmental processes following an IMS approach. Future research on multiple cases of different size would reflect a wider IMS sector-specific perspective. Research on other sectors is expected to provide different particular aspects of integration, as well.

Originality/value

To the best of the authors’ knowledge, this is the first in-depth study on the adoption of an integrated generic and sector-specific MS from the contingency perspective. The case visualizes the contribution of integration when addressing the critical food safety and quality operations and the significant environmental aspects.