A synergetic model for implementing an integrated management system: an empirical study in China

Abstract

The implementation and certification of quality, environmental and occupational health and safety management systems have become a priority for many organizations. They are viewed as symbol for success and prerequisite for survival. However, it has been proved to be difficult to operate multiple parallel management systems covering quality, environment, and occupational health and safety and to ensure their alignment with the organization's strategy. To investigate the current status of integrated management system (IMS), a structured questionnaire survey was administrated. It is concluded that the major problems for enterprises to operate multiple parallel management systems include: it causes complexity of internal management, it lowers management efficiency, it incurs cultural incompatibility, it causes employee hostility, and increases management costs. The survey also examined the internal and external factors that affect the implementation of IMS. The internal factors include: (1) human resources, (2) organizational structure, (3) company culture, and (4) understanding and perception. The external factors consist of: (1) technical guidance, (2) certification bodies, (3) stakeholders and customers, and (4) the institutional environment. The article proposes a multi-level synergy model (strategic synergy, organizational structural-resource-cultural synergy, and documentation synergy) for an effective implementation of IMS.