The integration of the standards systems of quality management, environmental management and occupational health and safety management

Matias, João C. O.; Coelho, Denis A.

doi:10.1080/00207540210155828

Cited by 115 publications

(28 citation statements)

References 2 publications

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“…In this case the IMS was "trapped in a controlled bureaucracy with limited effectiveness", which is highlighted as a potential cause for quitting (Asif et al, 2009;Matias and Coelho, 2002;Zeng et al, 2007). Compliance auditing, which was performed in the quality dimension, is a common practice and has been emphasized as a factor for poor MS performance (see, e.g., Power and Terziovski, 2007;Wilkinson and Dale, 1998a).…”

Section: Discussionmentioning

confidence: 95%

“…The potential reasons for quitting IMS implementation, such as culture incompatibility (Zeng et al, 2007), increase in bureaucracy (see, e.g., Matias and Coelho, 2002), and employees resistance (Karapetrovic, 2002), have only been theoretically reported (Asif et al, 2009). Zeng et al (2007) argued that it is not easy for companies to manage the activities and processes that affect quality and the environment.…”

Section: Integration Failurementioning

confidence: 96%

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Management systems integration: lessons from an abandonment case

Gianni

Gotzamani

2015

Journal of Cleaner Production

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Section: Discussionmentioning

confidence: 95%

Section: Integration Failurementioning

confidence: 96%

Management systems integration: lessons from an abandonment case

Gianni

Gotzamani

2015

Journal of Cleaner Production

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“…While the concept of a JMS fits well into the literatures on functional integration (e.g., Denison et al, 1996) and integrated management systems (e.g., De Oliveira Matias and Coelho, 2002), previous research has not developed clear metrics to measure the integration of safety and operations. To fully capture this construct, responses conceivably are needed from operations, health and safety, and human resource managers, as well as operational workers.…”

Section: Are Safety and Operations Complements?mentioning

confidence: 98%

Are safety and operational effectiveness contradictory requirements: The roles of routines and relational coordination

Pagell

Klassen

Johnston

et al. 2015

J of Ops Management

115

119

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The relationship between managing a production system to be safe and managing it to be operationally effective is often described in conflicting terms, creating confusion for research and practice. Some view improving safety as separate and distinct from increasing operational effectiveness; they are contradictory requirements. Others emphasize that safety and effectiveness are complementary, and combine to enhance competitiveness. Recent research proposes that this confusion can be explained by examining the operational and safety routines used in production. Specifically, when an organization chooses to manage safety and operations in a coordinated fashion using a joint management system, safety and operational effectiveness are complementary. Yet, the contradiction between safety and operations can occur when the functions are managed as separate and unequal silos. This research tests this supposition using the theory of relational coordination. The results, based on a combination of survey and archival safety data from 198 manufacturing firms, show that safety and operational outcomes are indirectly related via routines and that plants that manage safety and operations using a joint management system make these priorities complementary and do not create trade‐offs between safety and operational performance.

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“…Various approaches to integration are discussed in the literature (Leopoulos et al ., ; Tarí and Molina‐Azorín, ). Some are based on one standardized management system that integrates other systems (De Oliveira Matias and Coelho, ; Beckmerhagen et al ., ; Castka and Balzarova, ). Other approaches are built, for example, on the requirements of stakeholders (Asif et al ., ) or quality and environmental aspects, as well as social risks (Labodová ).…”

Section: Integration Of Management Systems – State Of Theoretical Andmentioning

confidence: 99%

The Integration of Quality, Environmental and Health and Safety Management by Car Manufacturers – a Long‐Term Empirical Study

Ahsen

2013

Bus Strat Env

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The diversity of stakeholder requirements is currently a pivotal challenge for companies. Stakeholders expect companies to increasingly consider environmental and social aspects in their decisions. Thus, corporate goal systems are including not only qualitative and financial goals, but also environmental and social ones. Management systems for ensuring quality, environmental and occupational safety play an important role in achieving these objectives. Considering the interdependency between the different systems constitutes a central challenge. Much of the literature and the results from empirical studies suggest that the spatial application of integrated management systems is state of the art. Integrated management systems in particular are regarded as more effective and more efficient than separate and distinct management systems. However, the present long‐term study demonstrates that for car manufacturers in Germany these integration efforts are implemented in very different ways, and that some integration approaches are partially abandoned after a period of unsatisfactory implementation. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment

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The integration of the standards systems of quality management, environmental management and occupational health and safety management

Cited by 115 publications

References 2 publications

Management systems integration: lessons from an abandonment case

Management systems integration: lessons from an abandonment case

Are safety and operational effectiveness contradictory requirements: The roles of routines and relational coordination

The Integration of Quality, Environmental and Health and Safety Management by Car Manufacturers – a Long‐Term Empirical Study

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