Performance Indicators Used by SMEs in Romania, Related to Integrated Management Systems

An Analysis of Core Competencies and Business Performances in Software SMEs : A Conceptual Framework

“…Several previous literatures are used as the basis in the preparation of the questionnaires. The measurement items that will be used to measure core competencies refer to [14,17,18,21], to measure business performance refer to [22,23], while the organization's environment refer to [14,27,32]. Questionnaires will be answered by owners and/or managers who understand the capabilities and conditions of the organization.…”

“…[22,23] Social This perspective represents firm's ability to contribute to the larger society in terms of environmental protection, corporate citizenship, and social responsibility. [22,31] C. Organizational Environment Organizational environment reflected all elements outside the boundaries of the organization that has the potential to give a direct impact on organization ability to achieve goals [32]. There are several environmental factors that can affect the organization performance, such as market [14,20,32], financial access [20,27], technology [14,29,32], as well as government support [18,20].…”

“…[22,31] C. Organizational Environment Organizational environment reflected all elements outside the boundaries of the organization that has the potential to give a direct impact on organization ability to achieve goals [32]. There are several environmental factors that can affect the organization performance, such as market [14,20,32], financial access [20,27], technology [14,29,32], as well as government support [18,20]. Environmental factors can affect the business performance in direct effect [20] or moderated effects between performance and another variable, such as core competencies [14,18,27].…”

“…Government support through policies and incentives can facilitate the establishment and development of business [20]. Policies issued by governments will affect processes managed within the firms [32]. Government factors have also been one of the key success factors in the development of India's software industry [10,33].…”

Relação entre maturidade dos sistemas de gestão integrados e desempenho sustentável

“…É possível encontrar na literatura estudos sobre normas específicas e desempenho AMARA, 2009;ILYAS;FIAZ;SHOAIB, 2014;JANG;LIN, 2008;LEE;TO;YU, 2009;MELNYK;SROUFE;CALANTONE, 2003;OCHIENG;MUTURI;NJIHIA;SALGADO et al;PAGELL, 2012;WIENGARTEN et al, 2017;ZHU;SARKIS, 2004), SGI e desempenho BHUTTO, 2008;BHUTTO, 2009;MARTÍ-BALLESTER;NEVES;SAMPAIO, 2011;OLARU et al, 2014;SAVINO;BATBAATAR, 2015), SGI e sustentabilidade (FRESNER; ENGELHARDT, 2004;HAMIDI;OMIDVARI;MEFTAHI, 2012;JØGENSEN, 2008; KLUTE-WENIG; REFFLINGHAUS, 2015; MEŽINSKA; LAPINA; MAZAIS, 2013; NADAE, 2016; ROCHA; SEARCY; KARAPETROVIC, 2007) mas nenhum desses estudos aborda a questão da maturidade da integração dos sistemas de gestão, relacionando essas questões com seu impacto no desempenho ambiental, social e econômico como prega o conceito de sustentabilidade de Elkington conhecido como triple botton line. Estudar essa relação ajudará numa maior compreensão sobre a relação entre sistemas de gestão e sustentabilidade.…”