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

Abstract

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.

Empirical study on the integrated management system in Algerian companies

“…The results showed also a lack of top management involvement (no correlation between the FPa sub function and the FS), a result supported by the finding Abad et al, 2016. Finally, the continuous improvement is more defined by the growth in rate of productivity and the image of the company rather than by the value added and the improving product/service quality.…”

“…The Organizations are increasingly resorting to the implementation and integration of several management systems in order to benefit from certain advantages (Domingues, Sampaio & Arezes, 2017), such as the reduction of risks and improvement of internal and external efficiency (Olaru, Maier, Nicoară & Maier, 2014); reduction of costs, duplication of policies and procedure (Rocha, Searcy & Karapetrovic 2007); creation of synergies and improvement in employees (Khanna, Laroiya & Sharma, 2010;Simon, Bernardo, Karapetrovic & Casadesús, 2011), reduction in documentation (Beckmerhagen, Berg, Karapetrovic & Wilborn 2003;Karapetrovic & Jonker, 2003;Karapetrovic, 2002;Simon, Karapetrovic & Casadesús, 2012;Zeng, Shi & Lou, 2007;Almeida , Domingues & Sampaio, 2014;Mustapha, Manan & Wan Alwi, 2017) and man power for document controller (Mustapha et al, 2017), optimization of resources (Muehlen, 2004;Salomone, 2008) and the increase in the management system effectiveness and efficiency (Almeida et al, 2014;Bernardo, Gotzamani, Vouzas & Casadesus, 2016). In parallel, there are some obstacles in implementing the integrated management system (IMS), that each organization must avoid such as the lack of resources (Abad, Cabrera & Medina, 2016;Asif, Fisscher, de Bruijn & Pagell, 2010;Gianni, Gotzamani & Vouzas, 2017;Simon et al, 2011), employee motivation (Simon et al, 2012;Gianni & Gotzamani, 2015), top management and staff involvement (Abad et al, 2016), the low organizational commitment, insufficient training, counterproductive attitudes (Simon, 2012), the lack of integration guidelines and management commitment, (Gianni & Gotzamani, 2015;Moumen & El Aoufir, 2017), the demand for training and cultural change, the lack of skilled auditors and consultants, the inadequate audit approaches and the deficiency in human as well as other resources…”

Integration management system design

“…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 (Abad et al, 2016). This analysis has a purpose to design integration model system of Sistem SNI ISO 27001:2013, SNI ISO 37001:2016, SNI ISO 9001:2015, SNI ISO 20400:2017, and ISO 50001:2018 within PAS 99:2012 on Special Task Force for oil and Gas business activities and identified it dominant factor.…”

“…Therefore, it needs the change on paradigm of making an effort to improve oil and gas sector should be started with improving the quality of organizational work become efficient and effective on maintain their sector and overcome all the problem occurred regarding business progress. Some studies argue that it's the most an important difficulty is the lack of specialized external consultants (Abad, Cabrera and Medina, 2016).…”

Integrated Management System Implementation in SMES: A Proposed Model for Organisational Performance and Sustainability

“…Integrated management system (IMS) is widely gaining popularity by its application in all organizations over independent management systems which focuses on either total quality or environmental and occupational health and safety (Abad et al, 2014;Abad et al, 2016;. Moljevic et al (2013) indicated that the integrated management system focuses on quality systems, environmental management systems, management systems for health and safety at work and a model for an integrated management system (management responsibility, system resources, product realization, measurement, analysis and improvement).…”