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This work aims to present existing management system standards (MSSs) published by the International Organization for Standardization (ISO) through a bibliometric analysis, thereby outlining their academic research status and highlighting their relation to the Sustainable Development Goals (SDGs) as well as to environmental, social and governance (ESG) themes.

The study firstly retrieves a preliminary set of MSSs standards from ISO and filters it in accordance with certain exclusion/inclusion criteria. Secondly, a bibliometric search is performed in the database Scopus. Thirdly, performance analysis is conducted to quantitatively measure the scientific output in academia, and science mapping of co-occurrences of keywords is applied to identify related topics. Thereby, the standards’ relationships to sustainability are outlined. Eventually, the work discusses future research opportunities.

The findings reveal that whereas research on MSSs focuses predominantly on only a few standards by now, there are actually numerous further standards that address sustainability-relevant topics, which are getting increasing attention among scholars as measured by the number of publications. Therefore, an action plan for future research is derived. Moreover, the findings support the argument of integrating MSSs to cover a broad range of corporate sustainability issues.

The paper connects the concepts of MSSs and sustainability, an upcoming research branch yet characterized by shortage of academic studies (given that research continues to focus on a few standards such as ISO 9001, ISO 14001 and ISO 45001). The work therefore opens up the line for more in-detail research on less known but nevertheless sustainability-relevant ISO MSSs.

The purpose of this paper is to analyze and compare the existing management system standards in the gastronomy sector.

On the basis of secondary data, the most implemented management system standards within this sector are analyzed, namely, the ISO 9001 focusing on the sector of “hotels and restaurants,” the ISO 22000, the “Q” Spanish tourism-specific standard, and the Michelin stars system.

The results, although descriptive, show the differences among them. Regarding the content, the main difference between the documented management system standards and the Michelin stars system is in the evaluation and certification process, as it is known and planned in the former group but not in the latter. The scope is also different, as the former group refers mainly to the process and the latter to results. The diffusion results confirm the increase in sectoral management system standards.

Although studies analyzing the importance of sectoral standards have been published, this study is one of the first focusing on four different management system standards in the gastronomy sector. Implications for both practitioners and academia are also discussed.

The purpose of this paper is to analyze how the order of management system standards (MSSs) implementation in an organization and its level of integration are changed during the time of the standard implementation.

Survey was send to 885 organizations located in Poland which registered at least two MSSs selected from popular international standards, e.g.: ISO 9001, ISO 14001, OHSAS 18001, ISO/IEC 27001, ISO 22000 or other international management standard. There were 81 valid questioners obtained. Studied organizations where classify into a three different groups with similar level of MS integration.

Different standards can be implemented simultaneously, and this tendency is more popular nowadays than few years ago. In most cases time of implementation of MSSs in second and further round of implementation is shorter than during the implementation of first standards. The group of organizations with a higher level of MSSs integration is the group where the integrated systems operates for a shorter period of time, than in the other groups. While in a group of organizations where MSSs are on the lowest level of integration, the average period of time of MSS operating is the longest.

The paper analyses order and time of systems implementation that allow organizations to achieve higher levels of integration and presents a possible pattern for the companies initiating the integration process.

Management system standards (MSSs) have spread in an unprecedented manner in the last few years. Thus, there are now many companies that rely on more than one such standard to establish the criteria for organizational management systems (MSs). The objective of this article is to analyze the existence of possible synergies in the application of a wide range of MSSs through an examination of the benefits obtained from the implementation of one particular MSS, namely ISO 9001.

The starting point is a set of results from an empirical survey of more than 500 Spanish companies. Specifically, the differences between the benefits recognized by companies implementing a single MSS, namely ISO 9001:2000 for quality MSs, and those that implemented a second standard, in this case ISO 14001:2004 for environmental MSs, are discussed. An additional comparison is made between those organizations that have integrated the two MSSs into a single MS and those organizations that have developed separate quality and environmental MSs.

The results show that organizations with multiple MSSs actually perceive more benefits from the implementation of ISO 9001 than those that implemented that standard only. Furthermore, organizations with integrated management systems (IMSs) also report higher levels of ISO 9001 benefits compared to those organizations with the ISO 9001 certificate only, but generally not when compared to their counterparts with separate standardized MSs.

Relatively little is known about the synergies yielded by the use of multiple MSSs or by integrating standardized MSs in organizations. Using the benefits obtained from the implementation of ISO 9001 as a measure, this paper contributes empirical results from a large number of organizations to the study of both of these issues. Therefore, it is of value to researchers and practitioners in quality, environmental, safety, security and other such MSs, but also specifically in the area of IMSs.

The purpose of this paper is to present a case study regarding the deployment of a previously developed model for the integration of management systems (MSs). The case study is developed at a manufacturing site of an international enterprise. The implementation of this model in a real business environment is aimed at assessing its feasibility.

The presented case study takes into account different management systems standards (MSSs) progressively implemented, along the years, independently. The implementation of the model was supported by the results obtained from an investigation performed according to a structured diagnosis that was conducted to collect information related to the organizational situation of the enterprise.

The main findings are as follows: a robust integrated management system (IMS), objectively more lean, structured and manageable was found to be feasible; this study provided an holistic view of the enterprise’s global management; clarifications of job descriptions and boundaries of action and responsibilities were achieved; greater efficiency in the use of resources was attained; more coordinated management of the three pillars of sustainability – environmental, economic and social, as well as risks, providing confidence and added value to the company and interested parties was achieved.

This case study is pioneering in Portugal in respect to the implementation, at the level of an industrial organization, of the model previously developed for the integration of individualized MSs. The case study provides new insights regarding the implementation of IMSs including the rationalization of several resources and elimination of several types of organizational waste leveraging gains of efficiency. Due to its intrinsic characteristics, the model is able to support, progressively, new or revised MSSs according to the principles of annex SL (normative) – proposals for MSSs – of the International Organization for Standardization and the International Electrotechnical Commission, that the industrial organization can adopt beyond the current ones.

The purpose of this paper is to analyze whether the order or the strategy of management system standards (MSSs) implementation in an organization determines the level of integration of its standardized MSSs.

Groups of organizations that follow different implementation sequences have been obtained descriptively using a sample of 435 Spanish organizations, registered to two MSSs (ISO 9001 and ISO 14001) at the minimum. Differences with respect to the size of the organizations are also studied.

The results obtained show six different groups of organizations that follow different sequences of implementation and that have different levels of integration of their MSSs. Among the more interesting findings, organizations that had implemented quality and environmental MSSs simultaneously and have 50 employees or less achieve higher levels of integration compared to other organizations in the sample.

The paper analyses those sequences of management systems implementation that allow organizations to achieve higher levels of integration and presents a possible pattern for the companies initiating the integration process.

In this article, the authors aim to start from the premise that management system standards (MSSs), such as ISO 9001 or ISO 14001, should not be considered individually, but in conjunction with other systems, because of the similarities and parallelisms among them and the potential benefits of adopting an integrated management system (IMS). This paper attempts to compare the usage of integrated management systems in two of the European countries with more tradition in the field of management systems standardization: England and Spain.

As an exploratory study, the authors used a case study approach based on the results of a questionnaire administered to quality and environmental managers working in firms registered to at least both ISO 9001 and ISO 14001 standards in the two countries.

The results of this exploratory study reveal some differences regarding the integration practices between the English and the Spanish organizations, namely in the audit process and in the difficulties and benefits encountered during the implementation of the IMS.

The main limitation of this study is the sample size, as the results of six organizations are not representative of the whole population. However, as an exploratory study, the results that the authors find can be useful for the analysis of the geographical dimension of IMS.

The results of the study contribute to characterize a phenomenon that occurs in many countries, the integration of management systems. The article helps to understand whether and how the location of companies impacts on the integration of MSSs. This is, as far as the authors know, the first empirical paper that tackles this topic.

Protecting business value is regarded to be the cornerstone of any organization. The purpose of this paper is to investigate and explore the potential contributions of the integration of standardized management systems (MSs) into an integrated MS. This will support a better coordinated management of different kinds of risks that exist in organizational processes.

The findings are based on literature as well as empirical case studies conducted by the authors. It focuses on the potential results of integration of MSs.

It is found that the integration of MSs leads to a more coherent, extensive, consistent, and harmonized process of identification of hazards. Also, it is found that from integration also results in the minimization of associated risks that affect key aspects of business, considering the organizational context vs requirements of each relevant stakeholder, as defined in related management systems standards.

This research, investigate the risk management (RM) and the integration of MSs from existing research papers about empirical studies for the period 2000-2014, including case studies in which the authors are involved. The number of enterprises can be larger.

Although there is some research regarding RM in organizations related to isolated implementations of MSs, this paper stands in a different perspective, since it addresses the issues emerging from the integration of standardized MSs in a broader perspective.

In recent years, organizations have been forced to compete in a new environment and to become more innovative, provide more quality and respond more effectively to consumers' needs and preferences. Within this context, the main objectives of this research are to propose scales and study the existing relationships among innovation, Management System Standards (MSSs) Integration and customer satisfaction in order to help organizations to manage these elements and increase their performance.

Data for this study derives from a survey carried out in 76 Spanish organizations registered to at least both ISO 9001:2008 and ISO 14001:2004. An Exploratory Factor Analysis (EFA) and Structural Equation Modelling (SEM) are utilised to assess and confirm the proposed scales validity and the relationships of the research model.

The conceptual model finds significant support based on the empirical study. Three of the four dimensions of innovation and the four dimensions of MSs Integration are confirmed. Besides, the findings show that the integration characteristics are positively related to innovation and satisfaction, whereas, innovation is only partially linked to satisfaction.

This study, which aims to shed light on the integration characteristics, is the first to propose a model that links the three concepts of integration, customer satisfaction and innovation together. These are relevant issues for the competitiveness of companies, willing to increase their performance, especially for companies which have implemented several ISO based systems, which have become a key part of the organisation's lifeline and a prerequisite for survival in the twenty‐first century.

The purpose of this paper is to analyze the application and the level of integration of internal and external audits in organizations that are registered to multiple management system standards.

Using descriptive analyses, this work examines the manner in which organizations, categorized in a previous study with respect to the degree of integration of their standardized management systems (MSs), apply and integrate the related MS audits. The sample included 435 Spanish organizations registered to ISO 9001: 2000 and ISO 14001: 2004 at the minimum.

It was found that organizations that exhibited a higher level of integration of their standardized MSs also demonstrated more highly‐integrated audits. In addition, the level of integration was generally higher for internal compared with the external audits.

The main limitation was related to the survey responses, because they were asked and obtained from the organizations' managers only, and not from the registrars or other external audit bodies.

The study contributes to a more comprehensive understanding of the usage of auditing systems in organizations, in particular the level of integration of internal and external MS audits relative to the integration of the corresponding MSs.