Systems thinking for the integration of management systems

Because of the avalanche of management system standards for business functions ranging from quality and environment to corporate social responsibility, integration of management systems that these standards describe has become a popular topic of research and practice. This paper provides a summary of the most important issues regarding integrated management systems (IMS), including the main problem, the reasons behind it, the differing routes toward a solution, and the meaning of the solution itself. The overwhelming need for a solution points in the direction of a methodology for the integration of internal management systems, not an integrated standard. This paper illustrates one such methodology, and applies it to provide a foundation for and guide the construction of an IMS. Finally, it is argued that the future of IMS rests with the extension of its minimalistic requirements towards a set of comprehensive criteria able to steer the delivery of excellence to all stakeholders.

Purpose Significant interest in Integrated Management Systems (IMS), as a key area within ISO-related Management System Standards (MSS) literature, has been evident from both academia and industry over the past three decades. This study aims to map the evolution and current state of IMS research and propose possible directions for future studies. Design/methodology/approach A comprehensive content and bibliometric analysis of 846 documents from the Scopus database across the period 1995 to 2023 was conducted. This included performance analysis to track publication trends and identify key contributors, and content analysis to specify dominant research methodologies and the MSS most commonly integrated. Furthermore, science mapping techniques—such as co-authorship networks, keyword co-occurrence analysis, and bibliographic coupling—were utilized to outline the collaborative networks and the conceptual and intellectual structure of the field. Findings The study identifies three principal IMS research themes: the practical implementation of IMS, their role in promoting sustainability and social responsibility, and their impact on continuous performance improvement. It also highlights the field’s evolution and key research constituents—including influential works, prolific authors, leading academic institutions and countries, and top publishing journals. It further reveals that IMS research exhibits strong collaboration across authors and countries, and a rich methodological plurality, notably with a marked increase in empirical surveys in recent years. Additionally, it identifies the most frequently referenced MSS for integration, prominently featuring ISO 9001, ISO 14001, and ISO 45001/OHSAS 18001. Originality/value This study is original in its application of a dual analytical approach—bibliometric and content analysis—to provide a holistic overview of IMS research. It offers new insights into the integration of diverse MSS and proposes several promising paths for future research. Among the most prominent are standardizing IMS fundamental specifications, conducting more empirical research with advanced methods to evaluate the effects of MSS integration, providing practical support for organizations in IMS implementation through tailored methodologies and tools, and exploring the potential of Industry 4.0 and 5.0 technologies to advance IMS practices.

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 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.

Implementing environmental with other standardized management systems: Scope, sequence, time and integration

In today's competitive global marketplace, the quest for efficiency, sustainability, and quality is at the forefront of organizational management. The implementation of international management standards—such as ISO 9001 for quality, ISO 14001 for environmental management, and ISO 45001 for occupational health and safety—has become widespread across industries. However, these systems are often implemented separately, which can lead to inefficiencies and resource redundancy. An Integrated Management System (IMS) offers a strategic solution by consolidating these disparate systems into a unified framework, providing organizations with a comprehensive, cohesive approach to management. This paper explores the evolution of management systems and the growing need for integration in response to globalization, increased competition, and stakeholder demands. By combining the principles of quality management, environmental sustainability, social responsibility, and occupational safety into a single system, organizations can streamline their operations, improve resource allocation, and enhance overall performance. This approach allows organizations to not only meet regulatory requirements but also achieve a synergistic effect, where the whole system performs better than the sum of its individual parts. Two primary models for integrating management systems are discussed: the additive model and the comprehensive integrated model. The additive model involves the step-by-step incorporation of additional systems into an existing framework, typically beginning with ISO 9001 for quality management and gradually adding systems like ISO 14001 and ISO 45001. This modular approach allows for flexibility and is easier to implement for organizations with existing quality management systems. However, the additive model can sometimes result in systems that operate in parallel rather than truly integrated. The comprehensive integrated model, on the other hand, is designed from the outset as a unified system. This approach ensures that all components are interrelated and work together seamlessly, minimizing duplication of processes and promoting better alignment of organizational goals. The integrated model fosters greater synergy and reduces the administrative burden associated with managing multiple systems independently. The paper also highlights the importance of adopting a structured approach to integration based on the Deming PDCA (Plan-Do-Check-Act) cycle, which is central to ISO management standards. The PDCA cycle provides a framework for continuous improvement, enabling organizations to adapt and refine their management systems over time. Through effective leadership and stakeholder engagement, organizations can achieve not only compliance with international standards but also significant improvements in operational efficiency and long-term sustainability. The benefits of integrated management systems are numerous: they reduce duplication, optimize resource use, and improve communication and coordination across departments. Moreover, an IMS enables organizations to respond more effectively to external challenges, such as changing regulations, customer demands, and environmental concerns. The paper concludes by advocating for the widespread adoption of integrated management systems, emphasizing that their success depends on both the structural framework and the active involvement of management and staff. As organizations continue to face complex, interconnected challenges, the integration of management systems is a crucial strategy for enhancing competitiveness, sustainability, and long-term organizational resilience. The future of organizational success lies in the ability to harmonize different management approaches into a single, efficient system that supports continuous improvement and adaptability in an ever-changing global environment.

This study integrated four management systems in the body certification, such as Product certification, Quality Management System certification, Environmental Management System certification, and Food Safety Management System certification to be one conceptual model (Integrated Management System). We implemented it in one of the certification bodies in Indonesia, the Institute for Industrial Certification, Ministry of Industry, and created a new model implementation and business process model using BPMN. The conceptual model and the implementation model are well verified and validated where the results are better than the separate management system and current management system

PurposeThe purpose of this paper is to analyze the simultaneous implementation of an integrated management system (IMS) in a small and medium-sized enterprise (SME) and its impact on costs.Design/methodology/approachBased on a case study, the paper presents and analyzes the implementation of the ISO 9001 and ISO 14001 management system (MS) standards. The organization analyzed is an SME of the heating and air conditioning sector that had no MSs implemented (common in the sector) and decided to implement an IMS based on both function-specific MS standards (MSSs) and also achieving the separated certification. The analysis of expected and real costs is also presented.FindingsThe results show that a simultaneous integration is possible and the cost analysis evidences the improvement of the organization’s efficiency. The certificates for both MSSs were also achieved. These findings help in confirming theoretical statement posed in the literature of the integration of MSs: integration strategy, methodology and level. The organization values this integrated implementation as very positive internally and externally, as this is one of the first organizations of the sector implementing and integrating the ISO 9001 and ISO 14001.Originality/valueAlthough studies analyzing empirically the integration of MSs have been widely published in recent years, to the best of the authors’ knowledge, this is one of the first papers analyzing the implementation of an IMS directly and analyzing its costs. In addition, this paper provides evidence that those organizations implementing integration later than others, can learn from the beginners’ experience.

<p>La integración de los sistemas de gestión en las organizaciones constituye una ventaja competitiva en entornos cambiantes y cada vez más exigentes. Este estudio se dirige a generar un enfoque para la integración de los sistemas de gestión (calidad, seguridad, salud y ambiente) que pueda ser aplicado en organizaciones de servicios del sector de hidrocarburos. Se obtiene información de este sector para entender el entorno de las empresas que prestan servicios en él, de la cadena de valor en la producción de hidrocarburos y de las principales actividades del sector servicio petrolero en Colombia; se revisan los requisitos en cuanto a calidad, seguridad, salud y ambiente de las dos principales empresas contratantes del sector hidrocarburos y se revisan modelos de integración de sistemas de gestión. Además, se entrevista a los funcionarios responsables de seis empresas que prestan servicios al sector y, finalmente, con los resultados obtenidos se plantea el modelo GOLD (gestión organizacional con liderazgo directivo) como mecanismo para facilitar la integración de los sistemas de gestión en las organizaciones de servicios del sector de hidrocarburos.</p><p>El modelo GOLD se fundamenta en el liderazgo y apoyo de la alta dirección y en la gestión organizacional que busca comprender el entorno y los factores políticos, económicos, sociales, tecnológicos y ambientales que presentan oportunidades, amenazas y riesgos para la organización. Se analiza la evolución que ha tenido el liderazgo en el sector de los servicios y se indican lineamientos para el desarrollo del sistema integrado de gestión (SIG).</p>

Purpose – The purpose of this paper is to propose a generic model of Integrated Management System of Quality, Environment and Safety (IMS-QES) that can be adapted and progressively to assimilate various Management Systems, of which highlights: ISO 9001 for Quality; ISO 14001 for Environment; OHSAS 18001 for Occupational Health and Safety. Design/methodology/approach – The model was designed in the real environment of a Portuguese Organization and 160 employees were surveyed. The rate response was equal to 86 percent. The conceived model was implemented in a first phase for the integration of Quality, Environment and Safety Management Systems. Findings – Among the main findings of the survey the paper highlights: the elimination of conflicts between individual systems with resources optimization; creation of added value to the business by eliminating several types of wastes; the integrated management of sustainability components in a global market; the improvement of partnerships with suppliers of goods and services; reducing the number of internal and external audits. Originality/value – This case study is one of the first Portuguese empirical researches about IMS-QES and the paper believes that it can be useful in the creation of a Portuguese guideline for integration, namely the Quality Management Systems; Environmental Management Systems and Occupational Health and Safety Management Systems among others.

Sustainable high yields can be achieved in drylands on the Loess Plateau by changing water use patterns through integrated agronomic management

Guidelines for the integration of certifiable management systems in industrial companies

PurposeThe purpose of this paper is to examine the contribution from the use of quality tools and the implementation of quality management systems (QMSs) to the management of an organization. The question is if these aspects have an impact on the important elements of a QMS, like critical success factors (CSFs), but more on the performance derived from its functioning.Design/methodology/approachA questionnaire was created and addressed to Greek companies which were certified with at least one QMS standard, in this case ISO 9001:2008.FindingsIt was concluded that companies implementing more than one QMS and more than nine quality tools gave more importance to specific CSFs of the QMS and also displayed better performance from the rest of the companies. The final conclusion is that the utilization of tools, techniques, and the implementation of more than one QMS – integration of management systems (MSs) – can contribute to many aspects of organization functioning.Research limitations/implicationsThis study was based on the perception (subjective data) of only one quality manager/representative of each company. The companies were not asked about specific actions they have established to integrate their MSs.Practical implicationsThis paper provides a closest look to the utilization of more than one QMS and the use of quality tools. These actions, as concluded, can play an important role in the management of organizations, and managers could use them in an appropriate way.Originality/valueThis paper aims to evaluate the value of QMS integration and the utilization of quality tools to specific issues of QMS as CSFs and performance in Greek companies.

Background: The present work starts from a literature review of the evolution of Integrated Management Systems (IMSs), considering different points of view and standards: quality, environmental, occupational health and safety, sustainability and social issues. Even if the benefits are possible, there is not a common approach and a clear link between the integration of management systems and business performance, in particular considering safety performance. Methods: The present study analyzes the application of Risk Assessment in order to realize the integration of management systems. The main objective is to provide a tool for an integrated evaluation of all company performances, starting from the definition of some Key Performance Indicators—KPIs—proposed for a particular case study, even if their choice is not the core of the paper. The assessment team members on the basis of their knowledge, experience and useful literature, could choose the right KPIs for the specific application, able to take a picture of the current state and to suggest a possible recommended action of improving. The proposed Risk Assessment approach is an integration of modern management techniques: Integrated Management System and Improving Cycle DMAIC. Results: The new method, called the Global Performance Index for Integrated Management System—GPI-IMS, has been applied to a real case study in the logistic field in order to evaluate its goodness and possible generalization. Conclusions: The proposed method allows to define the requirements that any company must have to perform the best. The role of the assessment team is very important to evaluate the global performance of the company and to suggest the corrective actions to be adopted.

The audit process of integrated management system is combining efforts to ensure or compare whether the work results is compatible with the criteria that have previously determined. Likewise, the benefit of audit process of integrated management system is means to achieve continuous improvement. Integrated management system itself is a combination of two or more management systems that make it easier for organizations to achieve their objectives. Specifically, in this research is talk about combine the quality management system, environmental management system and occupational health & safety management system. The purpose of this study is to identify the activities, objectives and risks in the audit process if the management system is integrated (quality, environment, and occupational health & safety). Also, to know whether that activities, objectives and risks affect the increased efficiency of the performance of construction services organizations in Indonesia. After identified all of them, the next step is to find out the dominant risks that may can happen in the audit process of integrated management system. And then, the final step is to find out how to manage those dominant risks. This study uses the respondent’s survey strategy to identify activities, objectives, and risks and uses a case study strategy to find out the dominant risk management strategies. The results of this study in the form of activities, objectives, and risks in the integrated management audit process and find out whether the activities, objectives and risks affect the increase in the efficiency of the performance of construction services organizations in Indonesia and how to manage these dominant risks.

Over the last 25 years, the construction industry has embraced quality management systems (QMS). More recently, environmental issues and health and safety legislation have introduced additional dedicated control procedures: environmental management systems (EMS) and health and safety management systems (H&SMS). Systems, in particular those used for quality management, have been widely accused of being bureaucratic, arduous, paper driven and of questionable value to construction management. The genuine need is for improved systems that enable a contracting organization to control the key management functions of quality, environment and safety with maximum effectiveness and minimum bureaucracy. The findings presented in this paper show that a forward‐looking approach can bring together these individual functions within an integrated management system (IMS). This allows an organization to move away from traditional vertical and separate management systems towards a single cross‐functional horizontal system that can benefit both the corporate and the project organizations. The idea of an IMS for quality, environment and safety has only recently emerged within the UK construction industry. A small number of UK contracting organizations are, therefore, at the forefront of both national and international developments. Based on a questionnaire survey of 12 UK contracting organizations, this paper examines the purpose, characteristics, properties and intent of a single system approach, or IMS for quality, environment and safety, and considers its role within and it significance to contracting organizations.