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This research aims to empirically investigate the influence of stakeholders on the corporate decision of ISO 9001, ISO 14001, and OHSAS 18001 certifications and how that influence differs across different certification types.

The paper utilizes a survey of 1,268 industrial enterprises in China, using logistic regressions to analyze corporate decision towards management standards use.

The results show that stakeholder influence varies across different management standard certifications. Foreign customers and neighboring community are significant drivers for ISO 9001 certification. Foreign investors, being publicly listed, and neighboring community each demonstrate a significant impact on ISO 14001 certification. Only being publicly listed shows significant explanatory power for certifying with OHSAS 18001.

This study does not touch upon performance issues. The relationship between stakeholder pressure, certifications, and performance would be interesting to explore.

Information disclosure may be an effective tool to motivate firms to be more responsible for environment and society. Furthermore, measures should be taken to raise stakeholder awareness of corporate occupational health and safety (OH&S).

Although sustainability management demands attention to the three pillars of sustainability, empirical research tends to focus on only one aspect of it when studying standardized management practices use. This study investigates all three pillars using a unified framework. Furthermore, existing studies have focused predominantly on developed countries. The paper conducts research in China, one of the major developing economies. Lastly, the paper utilizes firm-level data on corporate sustainability management, which is hard to obtain in China.

This study examines whether Shari’ah approved companies with majority Muslim directors adopt better corporate governance (CG) than non‐Shari’ah approved companies with majority non‐Muslim directors and whether the performance of the former is better than that of the latter. The objective of this study is to determine whether religious factor has an influence in adopting corporate governance mechanisms and in performance. Performance of the companies is measured in relation to three perspectives, namely, Shari’ah compliance, environmental performance, and social performance. This study used secondary data and the leading 50 firms were selected from each group based on their market capitalization for the year 2002. The proxies for good corporate governance are CEO non‐duality, the proportion of non‐executive directors on the board, and the proportion of independent non‐executive directors on the board. The proxies used to measure Shari’ah compliance are the ratio of prohibited income to total income and the ratio of prohibited expenses to total expenses. The variables used to measure the environmental and social performance are certification of ISO 14001 and OHsas 18001, respectively. The results generally showed that there is little significant difference between the CG and performance of Shari’ah approved companies with majority Muslim directors and non‐Shari’ah approved companies with majority non‐Muslim directors, although the former is marginally better for both, in a few instances.

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.

The purpose of this paper is to propose a generic model of Integrated Management System of Quality, Environment and Safety (IMS-QES) that can be adapted and progressively to assimilate various Management Systems, of which highlights: ISO 9001 for Quality; ISO 14001 for Environment; OHSAS 18001 for Occupational Health and Safety.

The model was designed in the real environment of a Portuguese Organization and 160 employees were surveyed. The rate response was equal to 86 percent. The conceived model was implemented in a first phase for the integration of Quality, Environment and Safety Management Systems.

Among the main findings of the survey the paper highlights: the elimination of conflicts between individual systems with resources optimization; creation of added value to the business by eliminating several types of wastes; the integrated management of sustainability components in a global market; the improvement of partnerships with suppliers of goods and services; reducing the number of internal and external audits.

This case study is one of the first Portuguese empirical researches about IMS-QES and the paper believes that it can be useful in the creation of a Portuguese guideline for integration, namely the Quality Management Systems; Environmental Management Systems and Occupational Health and Safety Management Systems among others.

The purpose of this paper is to examine how different business models, embodied in awards, standards and frameworks, can contribute to modelling a lean and green approach for an organization and its supply chain.

In total, 12 business models were studied. A literature review was conducted to provide a comprehensive understanding of each model. After defining lean and green management paradigms, a number of guidelines were developed to connect and integrate lean and green principles.

The study reveals a number of categories that are common in most business models, providing adequate conditions for a lean‐green transformation. The guidelines were developed to model a lean‐green organization by applying specific principles and tools of a lean and green culture.

The relationships identified within and between models reflect a partial view of a lean‐green transformation. The approach adopted merges the different principles, and tends to emphasize similarities and minimize differences.

The proposed model can be the basis for further research in lean and green paradigms, contributing to understanding when an organization and its supply chain can apply the lean and green principles and tools.

This study is the first attempt to understand, develop and integrate a lean and green organizational culture approach, based in standardized management business models.

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.

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.

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.

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.

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.

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?

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.

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.

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.

The purpose of this paper is to investigate the impacts of voluntary Occupational Health and Safety Management System (OHSMS) certification (i.e. OHSAS 18001) on fashion and textiles‐related companies’ financial performance.

From all US‐listed fashion and textiles‐related companies, 44 companies that obtained OHSAS 18001 certification were used as samples. A long‐horizon event study was conducted to estimate the sample companies’ abnormal changes of sales and return‐on‐assets (ROA) over non‐OHSAS 18001 adopters in the same industry.

The authors found that OHSAS 18001 adoption has a positive impact on fashion and textiles‐related company’s sales performance. Nevertheless, the OHSAS 18001 adoption has a negative impact on the company's ROA performance.

Because of the increasing fashion customers’ attention on the occupational health and safety (OHS) issues on personal goods, such as fashion, apparel and beauty products, major fashion brands and retailers often require their suppliers to implement a voluntary OHSMS, in order to avoid any OHS scandal, such as sweatshops and child labour. However, the impacts of OHSMS on fashion and textiles‐related manufacturers have never been examined empirically. The paper provides the first empirical evidence of impacts of OHSAS 18001 on fashion and textiles‐related companies’ financial performances.

This paper aims to investigate the Occupational Safety and Health (OSH) management practices of construction companies in South Korea to ascertain specific components and practices that need improvement for successful OSH performance.

A quantitative research strategy was adopted. A close-ended questionnaire survey covering 45 OSH management practices was sent to 324 contractors; 108 responses were gathered, representing a response rate of 33.3%. Data were analysed using simple descriptive statistics (frequencies and percentages) and Pearson’s chi-square test.

The findings revealed that there is a moderate level of implementation of OSH management practices among construction firms in South Korea. However, there is a significant disparity in terms of implementation between large enterprises on the one hand and small to medium enterprises on the other. Furthermore, a few of the business characteristics (i.e. the size of companies and certification to OHSAS 18001) were closely associated with the extent of the implementation of OSH management practices.

This research uncovers the OSH management practices that are poorly implemented and lays the foundation for appropriate measures to improve OSH in South Korean construction companies. It suggests an effective strategy for communicating health and safety issues to workers, training safety managers, reviewing risk assessments, reviewing the health and safety plan, incentivising workers by rewarding good behaviour and having a penal mechanism for employees not adhering to the rules.

The study provides insights into an under-investigated South Korean construction industry topic. It offers additional insight into state-of-the-art health and safety management practices in the construction industry in South Korea. Furthermore, it establishes which components of OSH management practice require improvement in the Korean context. This is also one of the few studies in OSH which establishes the association between the construction business characteristics and OSH management in the South Korean construction domain.