An analysis of the perceived difficulties arising during the process of integrating management systems
Abstract: 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.
Author: Jesus Abad, Henrry
Ricardo Cabrera, Alberto Medina
Journal Code: jptindustrigg160041