Perceptions of core elements for sustainability management systems (SMS)

Abstract

Purpose -The concepts of sustainable development (SD) and management systems (MS) are finding increasing acceptance in a variety of fields, including academy, politics, and non-governmental organizations. These concepts are also being used by the general population. This paper aims to describe the perception of different experts by discussing the usefulness of sustainability management systems (SMS) as holistic systems that might integrate environmental, social, and economic elements. Design/methodology/approach -This research was framed by the general systems theory and its nature is totally qualitative and exploratory in order to understand the significant attributes that affect or benefit a management system to reach sustainability. A total of 14 interviews were conducted with several experts around the world. Some are professional persons in sustainability issues in general, and some in environmental, health and safety (EHS) issues in particular. Findings -The results shows that, although there is a continuous debate on the sustainability approach, several core elements can be addressed for sustainability management systems (SMS). For instance, 71.4 percent of the interviewees agreed that management systems are useful for sustainable development, or at least potentially useful, and 42.9 percent of the experts declared that having a clear understanding of the long-term economic benefits for the company is an important incentive for their implementation.Research limitations/implications -Interviews were conducted with a limited number of experts and there was no field verification of claims. Therefore, conclusions derived from these sources depend on the veracity of the information provided by participants. Expert bias may also have an impact on the outcomes of this research. Practical implications -The findings provide management systems' practitioners with key elements when sustainability management systems are being created, maintained and evaluated. Originality/value -The findings are not results from general concepts, but rather elicited from empirical data from fourteen sustainability, and health and safety experts around the world.

Análise da percepção do visitante sobre a revitalização da orla marítima: o modelo do Parque Linear Calçadão, Itapema – Santa Catarina – Brasil

“…Portanto, para que uma organização, incluindo uma cidade, possa atuar sob os princípios da gestão da sustentabilidade, Laszlo (2003) citado por EsquerPeralta, Velazquez & Munguia, (2008) indica que ela deve se orientar como sendo parte de um sistema maior -uma ecologia de negócios, estendendo-se a um sistema socioeconômico ainda maior. Isto proporciona a necessidade de incorporar a abordagem de sistemas que, de acordo com Esquer-Peralta; Velazquez & Munguia (2008) pode ajudar na identificação e solução de problemas ambientais e socioeconômicos por meio de uma visão holística para a sustentabilidade, assim como defendem Capra (2006) & Bertalanffy (1950. Na visão de Beni (2001), um sistema precisa ser dinâmico, flexível, adaptável e, portanto, não é possível entender uma célula, a estrutura de um cérebro, uma cultura, ou o turismo, se esses forem isolados de seus contextos.…”

Integrating a Triple Bottom-Line Approach into the Management System: A Framework for Institutions and Businesses Alike

“…(Esquer-Peralta et al 2008;Hjorth and Bagheri 2006;Azapagic 2003) In systems thinking, the organization operates as a single system of functional processes as opposed to many systems operating in isolation. (Hjorth and Bagheri 2006;Karapetrovic 2003;Berkes and Folke 1998) Through these interactions, systems thinking further supports triple bottom-line management by promoting the ability to change and adapt in order remain viable as well as sustainable.…”

“…(Bossel 1999) Accordingly, systems' thinking is a common approach for academic contributions in this area. (Esquer-Peralta et al 2008;Hjorth and Bagheri 2006;Azapagic 2003;Karapetrovic 2003;Clayton and Radcliffe 1996) In most cases, the systems approach is used as a way to explain how the elements of sustainability can interact in an organization, as opposed to applying the notions to generate a management system. Nevertheless, the organization must understand these interactions before they can be adequately implemented; material flow analysis provides the means to study inputs and outputs within a system, which in this case refers to business operations.…”

“…In accordance with the systems approach, the series of practices that make up the management system are understood in the context of relationships rather than in isolation. (Esquer-Peralta et al 2008;Azapagic 2003;Clayton and Radcliffe 1996) The series of inputs and outputs of organizational flows provide the information for designing, managing, communicating, and maintaining the management system. (Azapagic 2003) Inputs, outputs and the processes involved throughout are made up of materials and energy.…”

“…(Esquer-Peralta et al 2008;Azapagic 2003;Jonker and Karapetrovic 2004;Karapetrovic 2003) The inputs and outputs are chosen based on the organization's overarching strategy, and are then integrated within the management approach via guiding documents, such as policies, plans, standards, and procedures. (Blizzard and Klotz 2012;Azapagic 2003;Holdsworth 2003) An overarching strategy must also be designed to accommodate potential changes.…”