Integrated management systems – interpretations, results, opportunities

Dahlin, Gunnar; Isaksson, Raine

doi:10.1108/tqm-01-2016-0004

Cited by 29 publications

(25 citation statements)

References 43 publications

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“…Despite the relevance of ISO 50001, few studies consider it in an integrated management system. In the literature review performed by Dahlin and Isaksson [48], no article considered ISO 50001. Although scarce, there is some research addressing the integration of this standard with other ISO standards.…”

Section: Integrated Management Systems With Iso 50001 and Other Iso Smentioning

confidence: 99%

Challenges Presented in the Implementation of Sustainable Energy Management via ISO 50001:2011

et al. 2019

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Considering the importance of ISO 50001 in sustainable development, the objective of this research is to identify the challenges found by organizations during the implementation of ISO 50001:2011, according to the literature. To address this objective, a systematic search was conducted. Scientific papers from the following international databases were used: Science Direct, Emerald Insight, Scopus, Springer, Wiley, and Taylor and Francis. Permutations of the terms “ISO 50001” and “Challenges”, “Barriers”, “Lacks”, “Gaps”, “Obstacles”, “Problems”, and “Limitations” were searched. Following this strategy, 206 documents were found. After removing book chapters, articles from proceedings, duplicate articles, and articles that did not mention any challenge related to ISO 50001, 17 articles were left. Eleven challenges were found in these articles. The most cited challenges were: “Lack of Resources-Limitations (HR, Technologies, Infrastructure, Financial, Time)”, “Difficulty to determine the energy baseline and energy performance indicators”, “Human Resources deficiencies (competences, knowledges, and abilities)”, and “Lack of management support and/or commitment”. The challenges most cited shows the need for better planning before implementation as well as a comprehensive analysis of the organization’s requirements and features. The findings of this research show that this theme is still underexplored. The results presented can contribute to future industrial policies to potentialize countries’ economies.

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Section: Integrated Management Systems With Iso 50001 and Other Iso Smentioning

confidence: 99%

Challenges Presented in the Implementation of Sustainable Energy Management via ISO 50001:2011

et al. 2019

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“…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 (Gianni & Gotzamani, 2015;López-Fresno, 2010;Simon, Karapetrovic & Casadesús, 2014), the lack of support and collaboration between departments (Moumen & El Aoufir, 2017;Rebelo, Santos & Silva, 2014a,b). Finally, Dahlin has confirmed that most of the models proposed in the literature concerning the ISM are based on the already existing management systems within an organization, an approach called the inside-outside approach, (Dahlin & Isaksson, 2017).…”

Section: Introductionmentioning

confidence: 92%

“…Over the past 15 years, when ISO 14001 was published, the concept of integrated management system is emerged in the organization management. It was one of the major requirements for organization to ensure survival, cost effectiveness and hereby achieving a framework for decisions complying with corporate policies and strategy (Dahlin & Isaksson, 2017). It is a set of related processes that share information about human, financial and infrastructural resources in order to achieve preset objectives, while focusing on the requirements of all stakeholders (Willborn, 1998;Karapetrovic & Jonker, 2003).…”

Section: Introductionmentioning

confidence: 99%

Empirical study on the integrated management system in Algerian companies

Benyettou

Megnounif

2018

JIEM

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Purpose: The integrated management system concept has been installed recently in Algerian companies. A theoretical model is proposed which is based on a functional analysis of the systemic approach. This model is a cycle of seven requirements (organization context, leadership, planning, support, implementation of operational activities, performance evaluation and improvement), in addition to the inputs and outputs. The purpose of this article is to investigate the current status of integrated management system and test its performance in Algerian CompaniesDesign/methodology/approach: In order to achieve this objective, a survey based on 250 companies, only 115 of them responded to the survey where half of them are implementing IMS. A descriptive and an exploratory factor analysis (EFA) are provided. Additionally, the confirmatory Factor Analysis (CFA) the correlation and the regression analyzeFindings: From the results, the research reflects the status of IMS in Algeria. The findings suggest that the Algerian company have difficult to implementing the IMS. Research limitations/implications: One of the major limitations of this study is the small simple size, which precludes generalization of the findings. This study provides a starting point for further research in developing countries.Originality/value: This paper offers first key insights into IMS implementation in Algeria. This will encourage these organizations and developed countries in adopt IMS.

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“…Since the beginning of this century, formation of SMSs are increasingly viewed in the context of their integration. Integration aspects are mainly examined at the micro level, within an enterprise [Bernardo, A. Tarí, J. J. Molina-Azorín, J. F., 2015; Dahlin & Isaksson, 2017;Maier, Vadastreanu, Keppler, Eidenmuller, & Maier, 2015;Odigie M., Badar, Sinn J., Moayed, & Shahhosseini, 2017;Olivera Matias & Coelho, 2011;Siva et al, positive results and problems faced by enterprises of various European countries through the cycle of organizational development -that is not studied under systemic approach.…”

Section: E66 L15 O44 O52mentioning

confidence: 99%

Macro Factors Influencing the Formation of Standardized Management Systems of an Enterprise

Gorlova

2020

European Cooperation

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This article is devoted to the environmental factors, influencing the implementation of standardized management systems of the enterprise at the country level. The problem is considered from the perspective of systems theory and complexity theory. The research focuses on management systems created following ISO 9001 and ISO 14001 standards and their relationship with the external environment. The study involved 20 European countries with different levels of economic and innovative development. The formation and subsequent development of standardized management systems (SMSs) require considering environmental factors, the context of the enterprise, which is reflected in the provisions of standards for management systems. However, the issues of the influence of environmental factors on the decision of enterprises to implement standardized management systems have been insufficiently studied. The work contains three hypotheses: a) about the connection between environmental factors and the introduction of SMSs by enterprises; b) about the diversity and uniqueness of the configurations of environmental factors affecting the spread of the SMSs in different countries; c) regarding the presence of similar structures of environmental factors influencing the spread of the SMSs in separate countries, which would make it possible to identify the basic types of such configurations. The study resulted in confirmation that a connection between environmental factors on the implementation of the SMSs exists, and groups of aggregated factors along with their components were identified. The features of the configurations of factors influencing the SMSs in different countries were considered. A distinctive type of influence of the external environment on the SMSs board, common for several European countries, was revealed, and called as ‘denying’. Correlation analysis was used to determine the relationship between the factorial and the resulting characteristics, the results of which were subjected to qualitative discussion. Further research in this direction should cover a larger number of countries and factors influencing the formation of the SMSs. This will allow identifying a greater number of basic types of external environment influence on the formation of SMSs for enterprises in different countries and regions

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Integrated management systems – interpretations, results, opportunities

Cited by 29 publications

References 43 publications

Challenges Presented in the Implementation of Sustainable Energy Management via ISO 50001:2011

Challenges Presented in the Implementation of Sustainable Energy Management via ISO 50001:2011

Empirical study on the integrated management system in Algerian companies

Macro Factors Influencing the Formation of Standardized Management Systems of an Enterprise

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