An analysis of the perceived difficulties arising during the process of integrating management systems

• Published in: Journal of industrial engineering and management Vol. 9; no. 3; pp. 860 - 878
• Main Authors: Abad Puente, Jesús, Ricardo-Cabrera, Henrry, Medina-León, Alberto
• Format: Journal Article Publication
• Language: English
• Published: Barcelona Universitat Politècnica de Catalunya 01-01-2016; OmniaScience; Vicenc Fernandez; Universitat Politècnica de Catalunya. Departament d'Organització d'Empreses (OE)
• Subjects: Economia i organització d'empreses; Empirical analysis; Gestió de la qualitat; Gestió del coneixement; integrated management systems; Integrated management systems, ISO 9001, ISO 14001, OHSAS 18001, perceived difficulties; ISO 14001; ISO 9001; ISO standards; Management information systems; Management systems; Managers; OHSAS 18001; perceived difficulties; Sistemes d'informació per a la gestió; Sistemes integrats de gestió; Staff participation; System effectiveness; Systems analysis; Àrees temàtiques de la UPC
• ISSN: 2013-8423; 2013-0953; 2013-0953
• DOI: 10.3926/jiem.1989

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.