PurposeComprehensive management systems such as ISO 9001 or ISO 14001 are designed to help organizations improve processes, ensure customer satisfaction, efficient information flow, efficient use of resources and many other prosperous management areas. These systems can also bring unintended direct and indirect effects on organizations. In this study, the authors examine the environmental effects that the implementation of these management systems cause.Design/methodology/approachA survey-based methodology was used for this study, with textile organizations in three countries – Poland, Slovakia and the Czech Republic. The research focused on four areas related to environmental effects. The first area was the level of improvement of the organizations' environmental performance, which was examined by the methods of descriptive statistics. The second area was analyzing differences in environmental effects concerning the implementation of the systems using inferential statistics. The third area was the analysis of latent links between individual effects using factor analysis.FindingsThis study's insights shed some light on the benefits of implementing more, not fewer systems with benefits to organizations and entire industries with new possibilities for economic growth that do not have to come at the expense of the environment.Originality/valueOrganizations implementing management systems can realize dynamic benefits across a supply chain and within a manufacturing organization. Here the authors see an opportunity for ISO systems as a stepping stone to a more sustainable textile manufacturing economy.

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This paper takes a closer look at customer experience during product return and the customer’s ability to share information about it. The research process included the development of research tools such as questionnaires. Anonymous surveys were conducted by computer assisted web interview among individual customers from Poland on a sample 327 respondents. Non-stratified random sampling was used, as we considered it to be the most effective in terms of the effort-benefit ratio of the survey. A contingency table was constructed from the responses, the observed values and expected values were compared, and the Pearson Chi-square and the p-value of Fisher’s exact test were calculated. The research process carried out as well as the analysis of the obtained results allowed us to respond to the research questions. As a result, it can be stated that the clients, both satisfied (80.1%) and dissatisfied (84,4%), tended to share their opinion about return experience with other potential clients. Moreover, 42.2% of the respondents declared that they would not buy again from a seller after an unsuccessful return operation. The presented conclusions enrich the theoretical understanding of customer behavior and their purchase intention. It also offers retailers a quantitative benchmark and new perspective on the design of return policy in order to improve customer satisfaction.

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