Integrated Management System And Corporate Sustainability Performance: Stakeholders Theory Perspective

Abstract

Traditionally management is used to measure the impact and success of a company by focusing solely on the financial bottom line that is business profit. Nowadays, many businesses are keen to realize the triple bottom line (TBL) model, where the connection among environmental health, social well-being, and the financial success of companies is crucial to recognize their corporate growth and profitability. Although companies are aware, they are not necessarily reflected through positive Corporate Sustainability Performance (CSP). Unless they compel to safeguard an environmentally, and socially responsible issue, that is, to be accountable concerning their business environmental, and social influences, the measuring problem about the company’s performance on this matter will remain topical, and increasingly discussed among scholars and practitioners. To establish the reporting on sustainability performance commendably, companies may implement an Integrated Management System (ISM) that incorporates two or more Management Systems (MSs) of a company into one all-inclusive system with common objectives, resources, and practices. Hence, the aim of this paper is to develop a theoretical framework utilising the underlying concept to determine the relationship between the degree of Integrated Management System execution, and Corporate Sustainability Performance.