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Article
Publication date: 3 June 2020

Paula Görgen Radici Fraga, Maurício Moreira e Silva Bernardes, Julio Carlos de Souza van der Linden, Darli Rodrigues Vieira and Milena Chang Chain

This study aimed to discuss issues related to the process for validating a performance management system for design (PMSD) in three product development companies.

Abstract

Purpose

This study aimed to discuss issues related to the process for validating a performance management system for design (PMSD) in three product development companies.

Design/methodology/approach

The use of multifunctional groups becomes important because it favors viewing the organization as a whole, thereby reducing existing gaps between segments of the company. To support this study, focus group research was used.

Findings

Viewing design as a resource that contributes to increased competitiveness offers companies benefits, such as improved performance measurement. This measurement is based on indicators and, to be useful, an indicator system should stimulate the company's interest. In addition, the present study made it possible to conclude that the validation process is essential in preimplementation stages because validation allows the PMSD to be adapted to bring it closer to the reality of companies, thus increasing the chances of success during the implementation stage.

Originality/value

Validation of the metrics from the perspective of senior management enabled critical analyses of the applicability of the PMSD, as well as its suitability and approximation to the reality of businesses, by selecting the most relevant data.

Details

International Journal of Productivity and Performance Management, vol. 70 no. 4
Type: Research Article
ISSN: 1741-0401

Keywords

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Article
Publication date: 29 July 2020

Jeniffer de Nadae, Marly M. Carvalho and Darli Rodrigues Vieira

The purpose of this paper is to analyze the impact of integrated management systems (IMSs) on sustainability (based on the triple bottom line (TBL) concept). To accomplish…

Abstract

Purpose

The purpose of this paper is to analyze the impact of integrated management systems (IMSs) on sustainability (based on the triple bottom line (TBL) concept). To accomplish this objective, this paper seeks to answer the following research questions: How can IMS impact organizational sustainability performance? And, how the key challenges of IMS can influence companies in practice?

Design/methodology/approach

A case-based approach is used based on the following four cases from different sectors: an electric power distributor; an environmental consulting firm; a public transport firm; and a firm with a broad portfolio of equipment, products and provisions for industrial services in different markets.

Findings

The results show that the integration of management systems was driven by the companies' strategies toward sustainability. The stakeholders' perception is that a firm's image as a sustainable company also enhances environmental and social performance. The economic performance was not emphasized. Companies noted that the main challenge was motivating and engaging human resources.

Originality/value

This paper shows that sustainability was not a motivation for implementing an IMS. But, implementing an IMS was a driver of sustainability performance. Also, the relationship between IMS and organizational performance can be presented based on TBL perspectives, and implementing an IMS can be challenging in practice.

Details

International Journal of Quality & Reliability Management, vol. 38 no. 3
Type: Research Article
ISSN: 0265-671X

Keywords

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Article
Publication date: 11 June 2018

Paula Görgen Radici Fraga, Maurício Moreira e Silva Bernardes, Darli Rodrigues Vieira and Milena Chang Chain

The purpose of this paper is to present and discuss the process and results achieved from the implementation of a design management indicator system in four product…

Abstract

Purpose

The purpose of this paper is to present and discuss the process and results achieved from the implementation of a design management indicator system in four product development companies.

Design/methodology/approach

To this end, instruments and techniques for implementing and collecting composite data were adopted.

Findings

The implementation made it possible to test the system metrics, and the analysis of the results enabled the identification of factors that hinder a successful implementation.

Originality/value

Design is being recognized as providing significant economic, social, and environmental benefits, and as it becomes a part of the management process, it can have an impact on business performance. Therefore, information sharing through indicator systems that consider factors that generate reliable and quantifiable information has become fundamental.

Details

International Journal of Productivity and Performance Management, vol. 67 no. 5
Type: Research Article
ISSN: 1741-0401

Keywords

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Article
Publication date: 26 April 2019

Jeniffer de Nadae, Marly M. Carvalho and Darli Rodrigues Vieira

The purpose of this paper is to analyze the impact of the integration of management systems that include economic, social and environmental standards on economic performance.

Abstract

Purpose

The purpose of this paper is to analyze the impact of the integration of management systems that include economic, social and environmental standards on economic performance.

Design/methodology/approach

The methodology consists of analyzing reports of certified companies and secondary data on economic performance indicators. Two sample groups of companies were compared against each other. The core group is composed of companies that have integration of certification on each triple bottom line (TBL) dimensions, economic, environmental and social (ISO 9001 and ISO 14001 and OHSAS 18001). The control group is composed of companies of the same size and sector (mirror sample) but without standards related to social and environmental dimensions. The comparative analysis of both core and control groups was performed based on non-parametric methods, such as the mood median test and structural equation modeling.

Findings

Several economic performance indicators of both groups were statistically analyzed and compared. The results show that companies with integrated management systems (IMS) (core group) on a TBL perspective showed better economic performance compared to other companies of the control group. Moreover, this study shows that the industry sector influences this relation, particularly in the energy, chemical and petrochemicals, services and transportation sectors.

Practical implications

For executives and managers, the results suggest that the amount invested in IMS in a TBL perspective increases the economic performance of companies, resulting in profitability, increased equity and sales growth. It reinforces the win–win perspective on sustainability in companies instead of the mindset on negative trade-offs on economics.

Originality/value

This research sheds light on controversies, discussed in the literature, concerning the positive vs negative effects on the economic performance of IMS, with social and environmental standards. The results show that economic performance is improved in companies of the core group.

Details

Journal of Manufacturing Technology Management, vol. 30 no. 5
Type: Research Article
ISSN: 1741-038X

Keywords

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