Management systems integration: lessons from an abandonment case

Gianni, Maria; Gotzamani, Katerina

doi:10.1016/j.jclepro.2014.08.023

Cited by 66 publications

(72 citation statements)

References 88 publications

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“…Moreover, critical issues are the lack of integration guidelines, lack of expertise, lack of management commitment, and difficulty in assigning the correct level of importance to all management system dimensions [50,51]. Gianni and Gotzamani (2015) investigated the case of an IMS's failure. The authors found out that the main reason for dropping out of the system was the missing and/or unevaluated strategic perception of it, showed by the top management [52].…”

Section: Iso 14001: Firms' Constraints and Difficultiesmentioning

confidence: 99%

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Why Companies Do Not Renew Their EMAS Registration? An Exploratory Research

2016

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Abstract:The Eco-Management and Audit Scheme (EMAS) is the official Environmental Management System (EMS) issued by the European Union (EU). Italy is the country where EMAS is most widespread, accounting for over 1000 registered organizations. Since the entry into the force of the Regulation in 1997, the number of registrations has constantly grown until 2008, when the figures started to drop. The phenomena are due to both the decrease of the annual registration rate and the lack of renewals. According to the Italian Institute for Environmental Protection and Research (ISPRA), in recent years, an increasing number of organizations decided to withdraw from EMAS registration. The purpose of this paper is to analyze the reasons of this negative trend. The first step consisted of a literature review concerning the main barriers, difficulties and costs incurred by EMAS-registered organizations. Subsequently, this information was integrated with data about the evolution of EMAS registrations and the results of a previous survey, which involved the entire population of Italian registered firms. The present exploratory research highlighted economic and operational domains concerning the cancellation trends that deserve a deeper investigation, which will be conducted through a questionnaire addressed to Italian firms that did not renew the registration in the last lustrum. The intended output will allow us to identify stakeholders' priority intervention areas in order to suggest an operative strategy to reduce EMAS cancellation rates, addressed to Member States (MS) Competent Bodies.

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Section: Iso 14001: Firms' Constraints and Difficultiesmentioning

confidence: 99%

“…Gianni and Gotzamani (2015) investigated the case of an IMS's failure. The authors found out that the main reason for dropping out of the system was the missing and/or unevaluated strategic perception of it, showed by the top management [52].…”

Section: Iso 14001: Firms' Constraints and Difficultiesmentioning

confidence: 99%

Why Companies Do Not Renew Their EMAS Registration? An Exploratory Research

2016

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“…In addition to the abovementioned integration aspects, others have been analyzed such as benefits, being the most highlighted the costs savings, operational benefits, better external image and improved customer satisfaction (Zeng et al, 2007;Salomone, 2008;Asif et al, 2009Asif et al, , 2010cBernardo et al, 2015) while the most frequently encountered difficulties are the lack of resources and employees' motivation (Salomone, 2008;Bernardo et al, 2012b;Gianni and Gotzamani, 2015).…”

Section: Introductionmentioning

confidence: 99%

A qualitative study on integrated management systems in a non-leading country in certifications

Bernardo

Gotzamani

Vouzas

et al. 2016

Total Quality Management & Business Excellence

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The aim of this study is to analyze the integration of management systems in a country with low certifications number and growth rate and propose a research agenda towards improving the competitiveness of organizations that implement multiple management systems. The main research questions focuses on the implementation process itself and the effect of low level of national certification to the integration process. To serve this research purpose, an exploratory research is designed in Greece (a country with relatively low certification counts and rates to the ISO 9001 and ISO 14001 management standards). A case study approach is employed to enable deeper and comprehensive reasoning. A cross-case analysis is presented to explore patterns, similarities and differences among organizations. Findings show that 4 out of 5 organizations analyzed are integrating its management systems at different levels, the integration methodology applied is similar for all organizations but audits are the most dissimilar aspect. This study is one of the first that addresses management systems' integration in Greece exploring contingency factors.Keywords: Audits, Greece, integration of management systems, ISO 9001, ISO 14001. IntroductionOver the past two decades, there was an enormous increase of management systems (MSs) standards certification, especially across Europe and Asia (see ISO, 2015). The most widespread Empirical research has focused mainly on the process of integration analyzing different aspects, including but not limited to the design and implementation of organization's integration strategy (Bernardo et al., 2012a;Mohannad et al., 2013), the integration methodology organizations use (Rebelo et al., 2014a(Rebelo et al., , 2014bGarengo and Biazzo, 2013;Kauppila et al., 2015), the current level of integration (Bernardo et al., 2009;Abad et al., 2014;Mezinska et al., 2015), and the integration of MSs' audits (Bernardo et al., 2010;Simon et al., 2014;Hoy and Foley, 2015). This research has been done, in majority, using surveys in those countries with a high level of certificates (Douglas and Glen, 2000;Bernardo et al., 2009;Abad et al., 2014; among others).Taking all the above into account, the purpose of this research is to shift focus to a country that is ranked moderately low in terms of MS certifications. To this end, Greece is selected as the 2 representative country being less advanced in terms of IMS research and ISO certifications compared to over-researched and high certification rated countries, such as Spain or UK. Five Greek case organizations are selected and analyzed qualitatively with respect to the main integration aspects, i.e., the integration strategy and methodology, the integration level and the integration of audits. Furthermore, IMS maintenance and evolution avenues are discussed and future research agenda is proposed to improve the competitiveness of the organizations via integrating their MSs. To better illustrate this research objectives the following research questions The "integration str...

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“…Prior studies support that poor leadership from top managers is one of the most critical aspects tampering the integration of management systems (Zutshi & Sohal, 2005;Zeng et al, 2007;López-Fresno, 2010;De Oliveira, 2013;Almeida, Domingues & Sampaio, 2014). Additionally, Gianni and Gotzamani (2015) found that weak commitment of top management teams is the main factor behind unsuccessful integration processes. However, and contrary to most previous research, the lack of leadership from top management is not identified as a key problem in most organisations involved in management system integration processes.…”

Section: Empirical Findings and Discussionmentioning

confidence: 99%

“…Other internal difficulties identified in the literature relate to the lack of financial, human and knowledge-based resources (Asif, Bruijn, Fisscher, Searcy & Steenhuis, 2009;Simon et al, 2012) and poor involvement of top managers (López-Fresno, 2010;Gianni & Gotzamani, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

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

Abad¹,

Cabrera

Medina

2016

JIEM

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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.

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Management systems integration: lessons from an abandonment case

Cited by 66 publications

References 88 publications

Why Companies Do Not Renew Their EMAS Registration? An Exploratory Research

Why Companies Do Not Renew Their EMAS Registration? An Exploratory Research

A qualitative study on integrated management systems in a non-leading country in certifications

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

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