Abstract
Purpose ‐ This paper is an empirical study of the organisational approaches used for integration of management systems (MSs) and the comparative effectiveness of such approaches.
Design/methodology/approach ‐ Research employed four case studies. Results are derived from the analysis of triangulated evidence obtained from in-depth interviews, observations, internal documents analysis, archives, and short questionnaires.
Findings ‐ Results identified two archetypes of integration strategies termed "systems approach" and "techno-centric approach". Maximum benefits are achieved by using a systems approach to integration of MSs, while using the techno-centric approach leads to benefits mainly at the operational level.
Research limitations/implications ‐ This research is qualitative and, as such, does not investigate the integration of MSs across a large number of organisations. The research does not investigate the causality between strategies employed for integration and their outcomes.
Originality/value ‐ There is little empirical research to date on the strategies employed for integration of MSs and their effectiveness. This research contributes to both literature and practice by demonstrating that a systems approach gives rise to greater integration throughout various organisational levels and greater benefits as compared to other approaches.
Design/methodology/approach ‐ Research employed four case studies. Results are derived from the analysis of triangulated evidence obtained from in-depth interviews, observations, internal documents analysis, archives, and short questionnaires.
Findings ‐ Results identified two archetypes of integration strategies termed "systems approach" and "techno-centric approach". Maximum benefits are achieved by using a systems approach to integration of MSs, while using the techno-centric approach leads to benefits mainly at the operational level.
Research limitations/implications ‐ This research is qualitative and, as such, does not investigate the integration of MSs across a large number of organisations. The research does not investigate the causality between strategies employed for integration and their outcomes.
Originality/value ‐ There is little empirical research to date on the strategies employed for integration of MSs and their effectiveness. This research contributes to both literature and practice by demonstrating that a systems approach gives rise to greater integration throughout various organisational levels and greater benefits as compared to other approaches.
Original language | English |
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Pages (from-to) | 648-669 |
Journal | TQM journal |
Volume | 22 |
Issue number | 6 |
DOIs | |
Publication status | Published - 2010 |
Keywords
- n/a OA procedure