Management Systems Integration for Organizational Sustainability: Quality, Environmental, Occupational Health and Safety, and Energy

Mohamad, Fadzilah; Abdullah, Nor Hazana; Mohammad, Musli; Kamaruddin, Nor Kamariah

doi:10.4028/www.scientific.net/amm.465-466.1155

Cited by 11 publications

(7 citation statements)

References 17 publications

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“…Mohamad et al [78] studying management system integration for organizational sustainability, identifies the following CSFs: "management commitment and leadership, resources management, focuses on stakeholders, education and training, performance measurement, systems and processes and continual improvement" (p. 1158). Almeida et al [79] in exploring CSFs of the IMS, also focusing on both difficulties faced by firms in their implementation and resulting benefits, found that the key CSFs in this domain are top management involvement, human and financial resources availability and employee training.…”

Section: Csfs Of Integrated Management Systemsmentioning

confidence: 99%

Sustainability, TQM and Value Co-Creation Processes: The Role of Critical Success Factors

2016

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Sustainability views firm success and the welfare-wellbeing of societies in which they develop as closely inter-related. Value co-creation assumes that firms create value not only for themselves, but also for all actors willing to participate in co-creation processes, as well as for the whole ecosystem in which they operate. Thus, co-creation can sustain social development and sustainability. However, to ensure sustainability through value co-creation processes, TQM principles must be followed and Critical Success Factors (CSFs) reinterpreted following this perspective. In this important, but understudied context, the aim of the paper is to focus on value co-creation processes fostering sustainability, identifying which CSFs are most suitable to best support each phase of these processes. The paper is based on a review of the literature and bridges sustainability, value co-creation, TQM, EM and IMS literature for the first time, proposing a new model of value co-creation processes, which considers it a never ending cycle. The proposed model presents and discusses, for the first time, the most important CSFs to foster sustainability and opens the discussion on how to re-interpret quality principles, which must also be followed in value co-creation processes.

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Section: Csfs Of Integrated Management Systemsmentioning

confidence: 99%

Sustainability, TQM and Value Co-Creation Processes: The Role of Critical Success Factors

2016

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“…This goal of integrating management systems for quality, environment, health and safety and social responsibility is well established in the literature (Almeida et al, 2014;Kymal et al, 2015;Mohamad F. et al, 2013). In practice, process owners must work with cross-functional teams to ensure that the organizational processes are capable of meeting the requirements defined by the various standards and strategic goals to create the intended shared value (Zhang et al, 2014).…”

Section: Stage 4: Systems Integration To Execute the Shared Value Partnershipsmentioning

confidence: 99%

Towards a Framework to Create Shared Value Partnerships in the Community Evidence from Egypt

Aly¹

2020

PAR

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Government and non-government organizations (NGOs) basic reaction to the pace and scale of international changes has been a hesitancy to recognize adequately the need to modify themselves. Problems tend to be interdependent as well as bundled, needing thorough approaches as well as common participation. On the other hand, the private sector in developing countries providing on average 60 per cent of GDP, 80 per cent of capital flows and 90 per cent of jobs. As a result, a solid along with vital private sector is essential for help Developing countries move from associations depending on aid towards types depending on economic partnerships. Consequently, developing a collaboration dependent upon creating shared value (CSV) credo by using the private sector - rather than the conventional social responsibility approach- is a must to increase the impact involving aid investments while bringing in business growth. Hence, such paper aims to depict the suitable framework to create shared value policies and practices that enhance the competitiveness of private sector companies while simultaneously advancing the economic and social conditions in the communities in which they operate. Moreover, it tends to detect barriers impeding the realization of such framework; and the needed pillars to overcome such barriers in developing countries as Egypt.

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“…Models to integrate MSs were proposed, among others, by Karapetrovic and Willborn ( 1998 ), Renfrew and Muir ( 1998 ) and Zeng, Shi, and Lou ( 2007 ) and the specifi cs of the audit function were dissected by Beckmerhagen et al ( 2003b ), Bernardo, Casadesús, and Heras ( 2009), Domingues, Sampaio, and Arezes ( 2011, 2014a and Kraus and Grosskopf ( 2008 ). Recently some lessons learned from integrated management abandonment cases were listed (Gianni & Gotzamani, 2015 ), the relationship within safety and quality MSs was pointed out (Karanikas, 2014 ) and MSs integration as a pillar for organisational sustainability was discussed by Mohamad, Abdulllah, Mohammad, and Kamaruddin ( 2014 ). Although a large stream of bibliography is available not a great deal of them, if any, concerns with the assessment of the IMS, its features and the level of articulation between its different components.…”

Section: Lack Of Scientifi C Foundationsmentioning

confidence: 99%

“…An IMS implementation refl ects the commitment by the top management with the requirements by several stakeholders, and so, with the requirements by people and entities that in some way interact with the company at different levels. This feature provides top management with a wider vision concerning the company position among society, enabling the identifi cation and assessment of variables infl uencing the management component (Mohamad et al, 2014 ;Rebelo, Santos, & Silva, 2014 ). Accordingly, a company addressing the sustainability concept evidences a higher maturity level if compared with other company that do not address to this concept.…”

Section: Final Front Offi Ce Component Incorporating Externalities Anmentioning

confidence: 99%

Integrated Management Systems: A Model for Maturity Assessment

Domingues

Sampaio

Arezes

2015

Achieving Competitive Advantage Through Quality Management

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Maturity models are adopted to minimise our complexity perception over a truly complex phenomenon. In this sense, maturity models are tools that enable the assessment of the most relevant variables that impact on the outputs of a specifi c system. Ideally a maturity model should provide information concerning the qualitative and quantitative relationships between variables and how they affect the latent variable, that is, the maturity level. Management systems (MSs) are implemented worldwide and by an increasing number of companies. Integrated management systems (IMSs) consider the implementation of one or several MSs usually coexisting with the quality management subsystem (QMS). It is intended in this chapter to report a model based on two components that enables the assessment of the IMS maturity, considering the key process agents (KPAs) identifi ed through a systematic literature review and the results collected from two surveys. IntroductionIMSs are being developed worldwide by companies operating on the most disparate activity sectors. At the present, there is not an ISO standard to assist companies during the IMSs implementation like the ISO 9001 or ISO 14001 standards guide companies on the implementation of QMSs and environmental management systems (EMSs), respectively. This fact leads to similar companies achieving different integration levels and adopting different integration paths which infl uence IMSs effi ciency. Maturity models are being developed in several fi elds and are useful tools when aiming at the assessment of complex systems like the IMSs. These complex systems are usually characterised by a great deal of variables involved, often related to each other, but

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Management Systems Integration for Organizational Sustainability: Quality, Environmental, Occupational Health and Safety, and Energy

Cited by 11 publications

References 17 publications

Sustainability, TQM and Value Co-Creation Processes: The Role of Critical Success Factors

Sustainability, TQM and Value Co-Creation Processes: The Role of Critical Success Factors

Towards a Framework to Create Shared Value Partnerships in the Community Evidence from Egypt

Integrated Management Systems: A Model for Maturity Assessment

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