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The number of implemented and certified management systems in organizations is growing. In 2013 there were more than 1.1 million organizations with certified ISO 9001 management system. A big number of companies implement also other management systems and integrate them. The purpose of this paper is to analyze the benefits of integration of management systems in Polish organizations. The presented results are based on data obtained from 81 organizations that have implemented and certify at least two standardized management systems. The organizations were divided into 3 groups with different level of integration of implemented management systems. The level of integration was measured by the degree of integration of the system goals, resources and processes. As a top rated benefits of integration have been found such benefits as: Unification objectives, processes and resources, improving the effectiveness and efficiency of the organization and avoiding of duplication. Organizations that integrated their management systems on an average level, calculated as the integration of goals, procedures and documentation, achieve the greatest benefit from the integration process. Moreover , in the group of organizations, that integrated more than 3 management systems, benefits of integration were higher than in companies where only two or three systems were integrated. Keywords: integration, management systems, benefits, ISO 9001. JEL classification: L29, M11, M19. Benefits of management systems integration 123 KORZYŚCI Z INTEGRACJI SYSTEMÓW ZARZĄDZANIA Streszczenie: Liczba wdrażanych i certyfikowanych na świecie systemów zarządza-nia wzrasta. W 2013 roku odnotowano ponad 1,1 miliona organizacji, które po-siadały certyfikowany system zarządzania jakością zgodny z wymaganiami normy ISO 9001. Duża liczba przedsiębiorstw wdraża również inne systemy zarządzania i integruje je w jeden system. Celem artykułu jest wskazanie korzyści wynikających z procesu integracji wdrożonych systemów w polskich organizacjach. Przedstawio-ne wyniki badań uzyskane zostały na podstawie analizy odpowiedzi uzyskanych od przedstawicieli 81 organizacji, które wdrożyły co najmniej 2 różne systemy za-rządzania. Badane organizacje podzielono na trzy grupy, które charakteryzowały się różnym poziomem integracji systemów. Poziom integracji został oszacowany na podstawie poziomu integracji celów, zasobów oraz procesów. Za najważniejsze korzyści z integracji systemów uznano: ujednolicenie celów, procesów i zasobów, poprawa skuteczności i efektywności działań organizacji oraz unikanie powielania się dokumentacji systemowej. Organizacje, które zintegrowały swoje systemy na średnim poziomie osiągnęły największe korzyści z tego procesu. Ponadto grupa organizacji poddały integracji trzy lub więcej systemów zarządzania wskazywały na wyższe korzyści wynikające z integracji niż organizacje które zintegrowały wy-łącznie dwa systemy zarządzania. Słowa kluczowe: Integracja, systemy zarządzania, korzyści, ISO 9001.
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STUDIA OECONOMICA POSNANIENSIA 2016, vol. 4, no. 10
DOI: 10.18559/SOEP.2016.10.9
Piotr Kafel
Cracow University of Economics, Faculty of Commodity Science, Department
of Quality Management
piotr.kafel@uek.krakow.pl
BENEFITS OF MANAGEMENT SYSTEMS
INTEGRATION
Abstract: e number of implemented and certied management systems in orga-
nizations is growing. In 2013 there were more than 1.1 million organizations with
certied ISO 9001 management system. A big number of companies implement
also other management systems and integrate them. e purpose of this paper is
to analyze the benets of integration of management systems in Polish organiza-
tions. e presented results are based on data obtained from 81 organizations that
have implemented and certify at least two standardized management systems. e
organizations were divided into 3 groups with dierent level of integration of
implemented management systems. e level of integration was measured by the
degree of integration of the system goals, resources and processes. As a top rated
benets of integration have been found such benets as: Unication objectives,
processes and resources, improving the eectiveness and eciency of the organiza-
tion and avoiding of duplication. Organizations that integrated their management
systems on an average level, calculated as the integration of goals, procedures and
documentation, achieve the greatest benet from the integration process. More-
over, in the group of organizations, that integrated more than 3 management
systems, benets of integration were higher than in companies where only two
or three systems were integrated.
Keywords: integration, management systems, benets, ISO 9001.
JEL classication: L29, M11, M19.
Benets of management systems integration 123
KORZYŚCI Z INTEGRACJI SYSTEMÓW ZARZĄDZANIA
Streszczenie: Liczba wdrażanych i certykowanych na świecie systemów zarządza-
nia wzrasta. W 2013 roku odnotowano ponad 1,1 miliona organizacji, które po-
siadały certykowany system zarządzania jakością zgodny z wymaganiami normy
ISO 9001. Duża liczba przedsiębiorstw wdraża również inne systemy zarządzania
i integruje je w jeden system. Celem artykułu jest wskazanie korzyści wynikających
z procesu integracji wdrożonych systemów w polskich organizacjach. Przedstawio-
ne wyniki badań uzyskane zostały na podstawie analizy odpowiedzi uzyskanych
od przedstawicieli 81 organizacji, które wdrożyły co najmniej 2 różne systemy za-
rządzania. Badane organizacje podzielono na trzy grupy, które charakteryzowały
się różnym poziomem integracji systemów. Poziom integracji został oszacowany
na podstawie poziomu integracji celów, zasobów oraz procesów. Za najważniejsze
korzyści z integracji systemów uznano: ujednolicenie celów, procesów i zasobów,
poprawa skuteczności i efektywności działań organizacji oraz unikanie powielania
się dokumentacji systemowej. Organizacje, które zintegrowały swoje systemy na
średnim poziomie osiągnęły największe korzyści z tego procesu. Ponadto grupa
organizacji poddały integracji trzy lub więcej systemów zarządzania wskazywały
na wyższe korzyści wynikające z integracji niż organizacje które zintegrowały wy-
łącznie dwa systemy zarządzania.
Słowa kluczowe: Integracja, systemy zarządzania, korzyści, ISO 9001.
Introduction
Implementation of management standards is very popular in organizations.
e most popular management standard is quality management standard
described in ISO 9000 series. According to International Standard Organi-
zation (ISO), in 2013 there were more than 1.1 million organizations with
implemented and certied ISO 9001 management system. ISO 9001 is the
leading standard on quality management but there are also other quality
management systems which are implemented in organizations e.g. ISO/TS
16949:2009, ISO 13485:2003 [ISO 2013]. Popularity of ISO 9001 standard,
resulted in the development of other management standards such as: ISO
14001, ISO 22000, ISO/IEC 27001, IS0 50001, OHSAS 18001, PN-N 18001.
All above mentioned standards are implemented in companies. ose stan-
dards can be classied according to three main criteria [Bugdol and Jedy-
nak 2014, p. 129]:
124 Piotr Kafel
the objective of a management system developed in terms of a giv-
en standard,
the application of a standard as the basis for the organizational develop-
ment of a business area
the universality of a given standard.
In Table 1 there are examples of management standards and classied
according to above mentioned criteria.
Table 1. e examples of the major management system standards
Criterion Types of standards Examples
Objective To ensure product/service quality ISO 9001, ISO/TS 16949, TL
9000, AS 9100, AQAP
To ensure food safety HACCP, BRC, IFS, ISO 22000
To reduce an organizations opera-
tional risk
ISO 14001, OHSAS 18001,
PN-N 18001, ISO 27001,
ISO 22301, ISO 28000,
ISO 31000, ISO 55001
To improve an organization’s results
and image
ISO 26000, ISO 50001
Business area Quality management ISO 9001, ISO/TS 16949, TL
9000, AS 9100
Food safety and hygiene management HACCP, BRC, IFS, ISO 22000
Environmental management ISO 14001
Occupational health and safety
Management
OHSAS 18001, PN-N 18001
Information security management ISO 27001
Business continuity management ISO 22301
Supply chain security management ISO 28000
Risk management ISO 31000
Social responsibility management ISO 26000
Energy eciency management ISO 50001
Universality Universal ISO 9001, ISO 14001, OHSAS
18001, ISO 27001, ISO 22301,
ISO 28000, ISO 31000,
ISO 55001.
Sector-related ISO/TS 16949, TL 9000, AQAP,
AS 9100, HACCP, BRC, IFS,
ISO 22000
Source: Based on: [Bugdol and Jedynak 2014, p. 130].
Benets of management systems integration 125
In some cases more than one management standard is implemented in
one organization, and that leads to a natural need to integrate some of the
elements of individual systems.
Many of the requirements in management standards are common and
this can be accommodated under one generic management system. Ac-
cording to PAS 99 specication, integration of management systems help
organizations to achieve benets such as: improve business focus, a more
holistic approach to managing business risks, less conict between systems,
reduced duplication and bureaucracy and more eective and ecient au-
dits both internally and externally [BS/2006, pp. 3–4].
ere are also other than PAS 99 normative models of management sys-
tem integration. e most popular ones are Global SAI. AS/NZS 4581:1999,
HB 10190:2001, NTS (1996), DS 8001:2005, UNE 66177:2005 [Kafel and
Sikora 2010, pp. 45–53]. ere are many descriptions of models of integra-
tion of management standards in literature, e.g.:[Karapetrovic and Willborn
1998, pp. 204–213; Wilkinson and Dale 2001, pp. 318–330; Oliveira 2013,
pp. 124–133; Rebelo, Santos, and Silva 2014, pp. 143–159]. Despite the exis-
tence of the models allowing the integration of management systems, most
polish companies did not benet from the guidelines contained in them,
and led the integration of systems in their own way [Nowicki, Kafel, and
Sikora 2013, pp. 93–102].
ere have been many studies investigating organizations’ motivations
for certication of dierent management standards, their implementation
experiences and the benets received [Masoud, Daily, and Bishop 2011,
pp. 5–19]. Some of the benets are resulted from the implementation of the
systems and some are related to the integration of the standards [Simon,
Karapetrovic, and Casadesús 2012, pp. 828–846].
Benets of management system integration are discussed for instance
in: [Karapetrovic and Willborn 1998, pp. 204–213; Wilkinson and Dale
2001, pp. 318–330; Douglas and Glen 2000, pp. 686–690; Zutshi and Sohal
2005, pp. 211–232; Rocha, Searcy, and Karapetrovic 2007, pp. 83–92; Salo-
mone 2008, pp. 1786–1806; Zeng 2011, pp. 173–187; Ejdys 2011, pp. 69–84;
Simon, Karapetrovic, and Casadesús 2012, pp. 828–846] present improve-
ments related to having an integrated system such as costs savings (e.g.
costs of certication), operational benets, better external image, improved
communication across the organization, improved customer satisfaction
and enhanced employee motivation.
126 Piotr Kafel
1. Materials and methods
e methodology used to collect the data was a survey mailed in 2014 to
a sample of Polish organizations registered to at least two management
systems selected from popular international standards, e.g.: ISO 9001,
ISO 14001, PN-N 18001, ISO/IEC 27001, ISO 22000. e main reason for
conducting the study in Poland was because it is one of the countries with
the average number of registered MSS, ranking 11 place in Europe with
ISO 9001 and ISO 14001 certicates [ISO 2012]. It is possible to obtain
a sample big enough to analyze the order of MSSs implementation in
a country which is not in the top in the word in terms of issued certicates
and popularity of MSSs implementation. Not without signicance was also
origin of the author. e survey was send to 885 organizations located in
Poland. ere were 81 valid questioners obtained, representing 9.2% re-
spond rate.
According to the European Commission’s [2003] classication, there are
24.7% of small organizations, having 50 employees or less in the studied
sample. About 37.0% of medium sized organizations with the number of
employees between 51 and 250, while 38.3% are large organizations having
more than 250 employees.
With respect to implemented MSS in studied organizations, all have im-
plemented ISO 9001 standard. Two other popular standards that are widely
implemented are environmental management standard ISO 14001 – 67.9%
and occupational health and safety management standard according to Pol-
ish or British standard (PN-N 18001, BS OHSAS 18001) – 50.6%. Both
Polish and British OHSAS standards are modied and adopted guidelines
developed by International Labour Organization and have quite similar re-
quirements and goals [Sung-woon, Kyu-hwan, and Tae-gu 2012, pp. 1085–
1089]. Due to that this standards are considered in the study as a OHSAS
standard, without distinguishing between them.
Other standards implemented in organizations represented less than
20 percent of the population. Most commonly implemented and certied
among those systems are AQAP standards 19.8%, ISO/IEC 27001 – 9.9%
and internal control process (ICS) / PN-N 19001 – 9.9%. Within studied
organizations there were 36% which had two management standards inte-
grated, 35% with three systems, 22% with four systems, 5% with ve man-
agement systems and 2% with six management systems.
e level of integration of MSSs was measured by the degree of integra-
tion of the system goals, resources and processes. In the survey, the organi-
Benets of management systems integration 127
zations indicated whether certain aspects of integration were fully integrat-
ed, partially integrated or not integrated. Only organizations that declared
the integration of MSS answer the questions about the level of integration.
In order to measure the degree of integration of system goals, resources and
processes 5 point Likert scale were used. In the survey open-ended ques-
tions were used to gain the information about the implanted systems and
the time of the implementation.
at kind of measure is popular and used by other authors [Seghezzi
1997, pp. 42–49; Kirkby 2002, pp. 2–4; Karapetovic 2002, pp. 61–67; 2003,
pp. 4–13; Pojasek 2006, pp. 89–97; Bernardo et al. 2009, pp. 742–750; 2012,
pp. 291–307].
e results of the study are presented in the next section. Data process-
ing was largely descriptive in nature. is descriptive analysis enables an
illustration of the benets of integration of management systems in pol-
ish companies.
2. Results and discussion
Studied organizations were asked about the integration of management
standards and benets that were obtained from the integration. Within
the group of 81 companies, only three organizations haven’t integrated the
management systems. e main reasons not to integrate the implemented
management systems were as follow:
1. Dierent branches / subsidiaries in which there were implemented vari-
ous systems, eg. ISO 9001 in one localization and ISO 14001 in another
one. at reason was indicated by two organizations as a most impor-
tant reason.
2. e possibility of faster implementation of the second and subsequent
standards without their integration.
3. Lack of interest and lack of resources for integration. at reasons were
indicated as a most important one by two organizations.
Companies that hadn’t integrated their management standards also
hadn’t indicated such reasons as: problems with understanding of the stan-
dards or excessive requirements of the new standards which were seated
as a reasons by Karapetrovic [Karapetrovic, Casadesus, and Heras 2006,
pp. 41–53]. e other 78 companies have integrated at least at some level
their management system. Figure 1. shows the benets of management sys-
tems integration in that companies.
128 Piotr Kafel
All studied companies indicate some benets of the integration. ere
are some studies that point out lack of benets in a personnel perspective
[Ejdys 2011, pp. 69–70]. In this study, it is presented management opinion
about the benets, which is dierent than the sta opinion [Ejdys 2011,
pp. 69–70]. Unication objectives, processes and resources according to
studied organizations was the most important benet of management sys-
tem integration. Improving the eectiveness and eciency of the organiza-
tion was second most important benet obtained by the organizations. e
third best scored benet was avoiding of duplication. e rst three benets
identied by the organization, are an internal one. at result indicates that
integration is an internal process driven by internal motivations and mostly
it is performed to enable the common operation of multiple systems.
Surprisingly, indicated benets of integration does not correlate with
the perception of a reduction in operating costs of the system. e costs
reduction, e.g. by reducing the number of internal and external audits, was
indicated as the lowest from all other benets arising from the integration.
Only 12 company representatives scored that benet on 5 in 5-point Lik-
ert scale.
e average result for all studied companies was 3.31. e availability
of common training and better communication at all levels of manage-
ment was the second less scored benet in studied companies. Some of the
012345
Increasing the competitiveness of the company
Improving theeffectiveness and efficiency of
the organization
Avoiding duplication
Reducingbureaucracy by eliminating
duplication of policies, procedures and records
Unification objectives,processes and resources
Reducecosts, eg.by reducing the number of
internal and external audits
Theavailability of commontrainingand better
communication at alllevels of management
Increasecustomer satisfaction
Increaseemployeesatisfaction
Figure 1. Benets of management systems integration
Benets of management systems integration 129
organizations pointed out other benets of integration. at benets were
related to: improving the company’s image, fulllment of the conditions of
contract and increase of employee engagement in management system im-
provement.
In Table 2 there are presented indicated benets of management inte-
gration, in organizations divided by the number of management system
integrated in that organizations.
Table 2. Benets of management system integration in companies with dierent
number of systems integrated
Number
of mana-
gement
systems
integrated
Benets of management systems integration
Increasing the competitiveness of the
company
Improving the eectiveness and ef-
ciency of the organization
Avoiding duplication
Reducing bureaucracy by eliminat-
ing duplication of policies, proce-
dures and records
Unication objectives, processes and
resources
Reduce costs, eg. by reducing the
number of internal and external
audits
e availability of common train-
ing and better communication at all
levels of management
Increase customer satisfaction
Increase employee satisfaction
2 systems 3.67 4.04 3.86 3.68 4.18 3.39 3.36 3.89 3.46
3 systems 3.56 3.92 3.80 3.64 3.88 3.12 3.36 3.88 3.32
More than 3
systems 3.76 4.14 4.18 3.50 4.27 3.41 3.27 3.86 3.55
In the group of organizations, that integrated more than 3 management
systems, benets of integration were the higher that in companies where
only two or three systems were integrated. Exception to this rule are such
benets as: reducing of bureaucracy, the availability of common training
and increase of customer satisfaction.
Studied companies were divided into three groups of organizations ac-
cording to their similarities in the level of integration1. In rst group of
organizations there are 42 organizations and it’s the largest group, repre-
senting 51.8% of the sample. e average level of integration of goals and
1 Detailed description of the three group is provided in: [Kafel and Casadesus, 2016].
130 Piotr Kafel
documentation is 94.7%, while integration of procedures is on the average
level of 97.72%.
Second group is made up of 17 organizations representing 20.9% of the
sample. Organizations belonging to that group have integrated MSSs on the
lowest level of all 3 groups of organizations.
In the group no. 3 there are only 13 organizations, representing 16% of
the sample. It is the lowest group of organizations that was obtained dur-
ing the cluster analyses. e average level of integration of companies from
group three, is between the other two groups of organizations. e average
level of integration of goals and documentation is 77.7%, while integration
of procedures is on the average level of 95.8%.
Figure 2 shows the benets of management systems integration in stud-
ied companies divided into three groups of organizations with dierent
level of integration.
Data presented on gure 2 suggest, that in the group no. 3, the benets
of integration are top rated. Within the group no. 2, which is the group with
the lowest level of integration in most cases the benets of integration indi-
cated by organizations are also the lowest. Only in case of two questioned
benets: increasing the competitiveness of the company and reduction of
012345
Increasing the competitiveness of the company
Improving theeffectiveness and efficiency of the
organization
Avoiding duplication
Reducingbureaucracy by eliminating duplication
of policies, procedures and records
Unification objectives,processes and resources
Reducecosts, eg.by reducing the number of
internal and external audits
Theavailability of commontrainingand better
communication at alllevels of management
Increase customer satisfaction
Increase employee satisfaction
Group3 Group 2 Group1
Figure 2. Benets of management systems integration in three groups of orga-
nizations
Benets of management systems integration 131
cost, obtained benets are higher than in a group of organizations with
higher level of integration.
e results obtained in research are similar to those, that were obtained
in other studies, for instance in [Simon, Karapetrovic, and Casadesús 2012,
pp. 828–846]. A new aspect of presented results is the division of the stud-
ied organizations into groups with dierent level of management system in-
tegration.
Conclusions
e objective of this paper was to analyze the benets of integration ob-
tained by polish organizations. As a top rated benets of integration have
been found such benets as: Unication objectives, processes and resources
according, improving the eectiveness and eciency of the organization
and avoiding of duplication. Organizations that integrated their manage-
ment systems on an average level, calculated as the integration of goals,
procedures and documentation, achieve the greatest benet from the in-
tegration process. Moreover, in the group of organizations, that integrated
more than 3 management systems, benets of integration were higher than
in companies where only two or three systems were integrated.
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... The integration of management systems within 81 Polish organizations, that implemented and certify at least two standardized management systems, has proven to be highly beneficial, resulting in improved efficiency, effectiveness, and streamlined operations (Kafel, 2016). More specifically, organizations that have integrated more than three management systems, such as quality, environmental, and safety management systems, report significant benefits (Kafel, 2016). ...
... The integration of management systems within 81 Polish organizations, that implemented and certify at least two standardized management systems, has proven to be highly beneficial, resulting in improved efficiency, effectiveness, and streamlined operations (Kafel, 2016). More specifically, organizations that have integrated more than three management systems, such as quality, environmental, and safety management systems, report significant benefits (Kafel, 2016). These include unified objectives and the elimination of duplicated efforts, contributing to more efficient use of resources (Kafel, 2016). ...
... More specifically, organizations that have integrated more than three management systems, such as quality, environmental, and safety management systems, report significant benefits (Kafel, 2016). These include unified objectives and the elimination of duplicated efforts, contributing to more efficient use of resources (Kafel, 2016). This case demonstrates how integrating multiple systems allows companies to operate more effectively and align various operational aspects with strategic goals. ...
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This article explores the strategic benefits of integrating internal auditing and legal compliance functions to enhance organizational risk management. Risk management has evolved into a proactive process of identifying and mitigating threats to business objectives. Internal auditing now aligns processes with ethical standards and goals, while legal compliance fosters a culture of integrity beyond mere regulatory adherence. Integrating these functions provides a holistic risk profile, leading to more efficient management and improved governance. Collaboration enhances transparency and accountability by sharing information on potential risks and regulatory changes. This synergy also strengthens fraud detection and prevention by identifying control weaknesses and ensuring adherence to anti-fraud policies. Strategies for effective integration include organizational alignment, clear communication channels, and joint risk assessments and audits. Leadership support is vital in fostering a collaborative culture. Technological tools like audit management software and data analytics systems facilitate real-time collaboration and improve risk detection. Adherence to compliance standards such as ISO 31000 and ISO 37301 offers a structured framework for integrating risk management and compliance processes. Hence, integrating internal auditing and legal compliance is a proactive approach to navigating complex regulations and evolving risks. This integrated strategy enhances the effectiveness of risk mitigation and contributes to an organization's long-term competitiveness and sustainability by building resilience and fostering growth in an increasingly complex business environment.
... At this level, it should be remembered that the agri-food chain is governed by strong interdependencies between the various stakeholders, with retailers and control bodies imposing various regulations. However, retailers act as the main drivers for the adoption of standards and the integration of management systems in food companies (Kafel 2016;Gianni et al. 2017a). Su et al. (2022) explored the major stakeholders involved in the agri-food supply chain (Figure 9.4). ...
Chapter
ice is considered the second most important cereal crop (after wheat) in Pakistan. Out of the total production, 40–45% is consumed domestically and the rest (up to 50%) is exported to different countries, especially Gulf countries. The extant exploratory research intends to understand the value chain dynamics and market margins of rice in domestic markets to explore the barriers and opportunities for the development of a sustainable rice value chain system. After developing the pretested semi-structured questionnaire, primary data were collected from 90 value chain actors of the main rice-producing regions of the Punjab: Lahore (Nankana Sahib), Muzaffargarh and Gujranwala. Moreover, focus group interviews were conducted with purposively selected 20 key actors of the chain-like farmers, small-scale contractors, millers, wholesalers and retailers. The data collected from these actors were thus analyzed using descriptive statistics and margin analysis to analyze the value chain system of rice and then present true insight. Findings prioritized the major problems faced by stakeholders, for example, lack of appropriate extension services, infrastructure and an inadequate marketing information system were ranked as major factors in creating the vulnerability at the upstream level of the chain, and commission agents/wholesalers were seen getting the major share in marketing margin of rice, compared to other actors. The study explored that our marketing system critically lacks the adoption of advanced production technologies and skilled labor as it may help reduce the qualitative and quantitative losses of the rice industry. Furthermore, stakeholders emphasized the importance of providing input subsidies and building a network of micro-institutions to help rural smallholder farmers to invest in their crops sustainab
... At this level, it should be remembered that the agri-food chain is governed by strong interdependencies between the various stakeholders, with retailers and control bodies imposing various regulations. However, retailers act as the main drivers for the adoption of standards and the integration of management systems in food companies (Kafel 2016;Gianni et al. 2017a). Su et al. (2022) explored the major stakeholders involved in the agri-food supply chain (Figure 9.4). ...
... The philosophy on which ISO standards are based, their genericity and interconnectedness is of great importance for practical application. Not without reason, companies that have a relevant certificate of compliance with the requirements of ISO standards have a greater competitive advantage at the market and can gain greater consumer confidence [1]. Although some segments of the electricity sector do not have a pronounced problem with competition and rivalry in the market (because they are natural monopolists such as network operators, for example), they also have a visible benefit of aligning operations with standards because they cooperate with many other market players. . ...
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Journal homepage www.q-sci.rs ISSN (tbc) X (XXXX) X Abstract Key words This paper deals with the identification of the necessary conditions for the smooth integration of power systems in the implementation of new smart technologies in network operations, from the aspect of organizational and technical integration of systems while meeting the requirements of relevant ISO standards. Modern Distribution systems as Network Operators (DNO), are exposed to intensive transition processes. These processes are based on requirements related to the integration of renewables (RES), reduction of CO2 emissions and the implementation of smart technologies to support the integration of storage, renewables and electric vehicles (EV). Compliance of such systems with the requirements of ISO standards is of great importance for the successful implementation of energy transition as a global business goal and to improve the position of these companies at the market. The implementation of new technologies directly depends on sustainable resource management, knowledge management and competence of all employees, including top management. The financial sustainability of the network operator (NO) in the conditions of increasing operational requirements directly depends on the competence and commitment of the top management to the realization of the determined goals. Integrated Management System (IMS) is a business environment in which it is easier to implement Energy system integration (ESI). IMS and ESI change management risk based approach smart technologies computer modeling sensor technology
... 42 of them were cited in table 1. On the other hand, we find other publications that meet the search criteria but are not indexed to the databases referred (see, e.g., Kafel, 2016Kafel, , 2015Forbes & Walker, 2016;Kania & Spilka, 2016;El Khachab et al., 2015;Marić et al., 2012;Raišiene, 2011). These, among others, are part of the references. ...
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Integrated management systems in enterprises are of interest to researchers, but at higher education institutions (HEIs) this issue has not been the subject of in-depth research to date. The main purpose of this article is to explore the integration process of standardized management systems (MS), namely quality MS (compliant with ISO 9001), environmental MS (ISO 14001) and energy MS (ISO 50001) at HEIs. The objectives are: (1) examining the reasons for integrating standardized MSs at HEIs, and (2) identifying the stages of the standardized MS integration process at HEIs corresponding to the Plan-Do-Check-Act (PDCA) cycle. To achieve this goal, a case study research strategy was adopted. One case, namely the University of Applied Sciences in Nysa, Poland, was analyzed. Multiple sources were used to obtain the data, and these were documentation, archives, interviews and participant observations. It was concluded that the main reason why the authorities of the analyzed HEI made the decision to integrate quality, environmental and energy MSs was to improve the university’s performance. This research made it possible to identify activities carried out at the HEI in the process of MS integration which correspond to all stages of the PDCA cycle.
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In this publication we set an objectively complicated task to analyse the opportunities of strategic decision-making during crisis by attempting to make a partial analysis of the ongoing crisis caused by the COVID 19 pandemic and the emerged military conflict between the Russian Federation and Ukraine. Crisis circumstances require societies to quickly rethink and develop adequate strategies and respectively to formulate strategic goals and plan processes. In many cases preliminary analysis and assessment are practically impossible /especially when it comes to natural disasters or crises/ and this requires a different operational order of problem solving, which includes formulating new unconventional goals and then implementing planning not objectified by a particular and accurate analysis. All this puts whole systems and societies to the test, and those who are empowered to manage the process – under high pressure from unforeseen circumstances and not always objective judgments. Which, in turn, creates a number of subsequent critical issues in the management process.
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This article briefly analyses the works of Acad. Mihail Arnaudov. He is an author of insightful research of a number of classics of the Bulgarian and world literature. His determination and persistence with which he worked on his research are incredible and admirable. The long-lasting research activity of Acad. Mihail Arnaudov is “sealed” on the pages of books, periodicals, prints and thematically collected clippings from Bulgarian and foreign publications. With the help of his numerous research works covering the topic of Bulgarian National Revival, Acad. Mihail Arnaudov managed to realize his noble ambition – to create a scientific epic of the spiritual leaders of his people, or the “Unforgettable” as he called them himself, during one of the most difficult and most glorious periods in the Bulgarian history. And with even more passion he kept studying life and works of postliberation writers.
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In the paper, the results were presented of the survey on the integrated management systems (IMS) certification procedures carried out by the Polish certification bodies. The management systems certifying service market was represented. Based on the survey performed, the authors of the paper found that the certifying service market was developed as regards the integrated management systems certification. The Polish certification bodies are widely experienced in performing combined audits. However, they have little experience in certifying IMS as regards the compliance of IMS with the generally accepted and used standard. This is a consequence of the fact that, in Poland, the accreditation of certification system is impossible and no Polish norm is available that contains directives on the IMS certification. Moreover, a disturbing tendency has been identified of equating combined audits with the IMS certification. The Polish institutions certifying management systems publish information on IMT in the form suggesting that may be misinformation on the assessment procedures being actually carried out.
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The aim this research was to analyze the ways of integration of management systems in food sector. The study involved the documentation, audits, corrective and preventive actions and management's review phases described in the specification PAS 99, which is one of common elements of integrated management systems. Four organizations were selected for the study. The organizations had introduced and certified at least two standardized management systems. It was assumed that the investigated organizations should have implemented the HACCP system. Studies were conducted as a case study. The employees responsible for the functioning of management systems were interviewed in all four organizations. The study was conducted in the form of in-depth interviews based on pre-prepared script. The scenario was developed based on the PAS 99 guideline. The process of integration of management systems implemented in the studied companies reveals the full compliance of an integrated management system with PASS 99 in the policy area.
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Purpose In recent years, the number of management systems (MSs) has sharply increased. These MSs can be certified with, for example, the quality standard ISO 9001 or the environmental standard ISO 14001 and they can subsequently be integrated into one single, jointly managed system. The main purpose of this research is to study the relationships between the level of system integration, on one hand, and the difficulties encountered in the integration process, as well as the related benefits, on the other. Design/methodology/approach Data for this study derive from a survey carried out in 76 organizations registered to, at a minimum, both ISO 14001:2004 and ISO 9001:2008 standards for quality and environmental MSs. A descriptive and an exploratory factor analysis (EFA) are provided. Additionally, structural equation modelling (SEM) is applied to the responses of these organizations to a mailed survey. Findings From the results, the paper proposes a model of the difficulties related to systems integration that have an effect on the level of integration of several specific items of the MSs involved. A model related to the effect of the integration level on the benefits is also provided. Originality/value The study provides an original contribution to the understanding of how difficulties and benefits of MSs integration relate to the level of integration achieved in the participating companies.
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The world has increasingly been establishing guidelines for industrial safety and health to promote occupational safety and health. The Korean government is also providing the establishment, execution, coordination and control of the industrial safety and health policy and safety assessment and improvement for harmful and dangerous machines, instruments, and equipment, protective devices, personal protective equipment, etc. Specifically, this centered on the ILO enacted ILO-OSH 2001 guidelines, for safety and health management system in 2001. However, varied modifications were adopted because the ordinances and guidelines are diverse by nations. In addition, Korea has introduced and disseminated the safety and health management system to workplaces since 1999. However, businesses have shown reservations to introducing the safety and health management system on economic grounds. There are a lot of losses in the business because they lack experts group in the workplace and operate the quality, environment, and Safety & health management systems separately. Accordingly, in this study, KOSHA have investigated the problems and the future improvements of the safety and health management system.
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In order to create competitive advantages and achieve sustainable development, many organisations have implemented quality, environmental and occupational health and safety management systems. There is a trend for enterprises to implement an integrated management system for overcoming the problems resulting from multiple management systems. Using structural equation modelling, this paper examines empirically the benefits obtained from implementing an integrated management system for enterprises. It is revealed that related experience in managing these systems is important for enterprises in implementing an integrated management system. There are significant positive correlations between ‘related experience’ and ‘integrated management system benefits’, and between ‘integrated management system implementation’ and ‘integrated management system benefits’. Based on these analyses, the benefits in implementing integrated management systems include: (1) decreased paperwork; (2) decreased management cost; (3) decreased complexity of internal management; (4) simplified certification process; and (5) facilitates continuous improvement. The aim of this paper is to understand the critical issues involved in effectively and efficiently implementing an integrated management system.