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Integrated management systems as a driver of sustainability performance: exploring evidence from multiple-case studies

Integrated management systems as a driver of sustainability performance: exploring evidence from... <jats:sec><jats:title content-type="abstract-subheading">Purpose</jats:title><jats:p>The purpose of this paper is to analyze the impact of integrated management systems (IMSs) on sustainability (based on the triple bottom line (TBL) concept). To accomplish this objective, this paper seeks to answer the following research questions: How can IMS impact organizational sustainability performance? And, how the key challenges of IMS can influence companies in practice?</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title><jats:p>A case-based approach is used based on the following four cases from different sectors: an electric power distributor; an environmental consulting firm; a public transport firm; and a firm with a broad portfolio of equipment, products and provisions for industrial services in different markets.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Findings</jats:title><jats:p>The results show that the integration of management systems was driven by the companies' strategies toward sustainability. The stakeholders' perception is that a firm's image as a sustainable company also enhances environmental and social performance. The economic performance was not emphasized. Companies noted that the main challenge was motivating and engaging human resources.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Originality/value</jats:title><jats:p>This paper shows that sustainability was not a motivation for implementing an IMS. But, implementing an IMS was a driver of sustainability performance. Also, the relationship between IMS and organizational performance can be presented based on TBL perspectives, and implementing an IMS can be challenging in practice.</jats:p></jats:sec> http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Quality & Reliability Management CrossRef

Integrated management systems as a driver of sustainability performance: exploring evidence from multiple-case studies

International Journal of Quality & Reliability Management , Volume ahead-of-print (ahead-of-print) – Jul 29, 2020

Integrated management systems as a driver of sustainability performance: exploring evidence from multiple-case studies


Abstract

<jats:sec><jats:title content-type="abstract-subheading">Purpose</jats:title><jats:p>The purpose of this paper is to analyze the impact of integrated management systems (IMSs) on sustainability (based on the triple bottom line (TBL) concept). To accomplish this objective, this paper seeks to answer the following research questions: How can IMS impact organizational sustainability performance? And, how the key challenges of IMS can influence companies in practice?</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title><jats:p>A case-based approach is used based on the following four cases from different sectors: an electric power distributor; an environmental consulting firm; a public transport firm; and a firm with a broad portfolio of equipment, products and provisions for industrial services in different markets.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Findings</jats:title><jats:p>The results show that the integration of management systems was driven by the companies' strategies toward sustainability. The stakeholders' perception is that a firm's image as a sustainable company also enhances environmental and social performance. The economic performance was not emphasized. Companies noted that the main challenge was motivating and engaging human resources.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Originality/value</jats:title><jats:p>This paper shows that sustainability was not a motivation for implementing an IMS. But, implementing an IMS was a driver of sustainability performance. Also, the relationship between IMS and organizational performance can be presented based on TBL perspectives, and implementing an IMS can be challenging in practice.</jats:p></jats:sec>

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Publisher
CrossRef
ISSN
0265-671X
DOI
10.1108/ijqrm-12-2019-0386
Publisher site
See Article on Publisher Site

Abstract

<jats:sec><jats:title content-type="abstract-subheading">Purpose</jats:title><jats:p>The purpose of this paper is to analyze the impact of integrated management systems (IMSs) on sustainability (based on the triple bottom line (TBL) concept). To accomplish this objective, this paper seeks to answer the following research questions: How can IMS impact organizational sustainability performance? And, how the key challenges of IMS can influence companies in practice?</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title><jats:p>A case-based approach is used based on the following four cases from different sectors: an electric power distributor; an environmental consulting firm; a public transport firm; and a firm with a broad portfolio of equipment, products and provisions for industrial services in different markets.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Findings</jats:title><jats:p>The results show that the integration of management systems was driven by the companies' strategies toward sustainability. The stakeholders' perception is that a firm's image as a sustainable company also enhances environmental and social performance. The economic performance was not emphasized. Companies noted that the main challenge was motivating and engaging human resources.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Originality/value</jats:title><jats:p>This paper shows that sustainability was not a motivation for implementing an IMS. But, implementing an IMS was a driver of sustainability performance. Also, the relationship between IMS and organizational performance can be presented based on TBL perspectives, and implementing an IMS can be challenging in practice.</jats:p></jats:sec>

Journal

International Journal of Quality & Reliability ManagementCrossRef

Published: Jul 29, 2020

References