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This paper extends the discussion on stability and change through focus on specific relationship characteristics. Quality management systems prescribe established routines for supplier selection and monitoring, and may thereby designate the nature and longevity of customer–supplier relationships. The purpose of this paper is to describe and discuss the effects of quality management systems on stability and change in different forms of customer–supplier relationships.

A number of illustrative examples based on participatory data and interviews help to capture different types of customer–supplier relationships (private/public; certified/non-certified) related to quality management systems.

While certified customers in most sectors only need to prove that their suppliers have procedures in place, many customers equate this with requiring that their suppliers should be certified. The paper further shows that customers replace deeper understandings for their suppliers’ procedures with the requirement that they be certified.

The paper contributes to the existing literature through integrating quality management systems literature with the business network approach. For business network studies, the discussion on quality management systems as constricting regimes is interesting and provides practical insights to the business network studies as such quality management systems increase in importance and spread.

Competing in the global economy demands of service companies to establish well‐designed and implemented internal management systems, according to internationally accepted management standards. ISO 9000 standards for quality and ISO 14000 standards for environmental management represent just two well‐established examples of many such standards to come in the near future. This paper addresses a lingering issue of integrating different internal management systems for synergy purposes. Benefits of developing and integrating management systems are illustrated, followed by a discussion of the system concept in a service context. System dynamics is used to illustrate interrelationships of objectives, resources and processes as main elements of service management systems. Subsequently, a systems approach was applied to restructure the ISO 9001 and ISO 9004‐2 quality assurance/management guidelines for services, as well as ISO 14001/ISO 14004 environmental management standards. Such restructured management systems can then be connected to form an integrated management system, together with ergonomics, financial, health, safety and other systems. Finally, examples of three service organizations that used a systems approach to integrate existing internal management systems are illustrated.

Over the last 25 years, the construction industry has embraced quality management systems (QMS). More recently, environmental issues and health and safety legislation have introduced additional dedicated control procedures: environmental management systems (EMS) and health and safety management systems (H&SMS). Systems, in particular those used for quality management, have been widely accused of being bureaucratic, arduous, paper driven and of questionable value to construction management. The genuine need is for improved systems that enable a contracting organization to control the key management functions of quality, environment and safety with maximum effectiveness and minimum bureaucracy. The findings presented in this paper show that a forward‐looking approach can bring together these individual functions within an integrated management system (IMS). This allows an organization to move away from traditional vertical and separate management systems towards a single cross‐functional horizontal system that can benefit both the corporate and the project organizations. The idea of an IMS for quality, environment and safety has only recently emerged within the UK construction industry. A small number of UK contracting organizations are, therefore, at the forefront of both national and international developments. Based on a questionnaire survey of 12 UK contracting organizations, this paper examines the purpose, characteristics, properties and intent of a single system approach, or IMS for quality, environment and safety, and considers its role within and it significance to contracting organizations.

The purpose of this study is threefold. First, the authors will confirm the existence and the intensity of the latent “genius loci” within quality management systems. Second, the authors will confirm the extent of the genius loci with environmental sustainability. Finally, the authors will try to understand whether a quality management system's performance can be affected by its genius loci, and whether a quality management system's environmental sustainability performance can be affected by the extent of environmental sustainability in its genius loci.

The extent of the genius loci in quality management systems and the genius loci with environmental sustainability are tested through higher-order confirmatory factor analysis.

The findings of this study are as follows. First, genius loci partially exist in quality management systems. Second, the genius loci with the environmental sustainability concept also exist partially in certain respects. There is a lack of recognition and actions on environmental sustainability activities in organizations. The lack of recognition and actions leads to the unsatisfactory performance of quality management systems in environmental sustainability. As a result, business goals with environmental sustainability aspects cannot be fully supported and achieved.

The results of this study can help small- and medium-sized OEM and ODM computer accessories companies in Taiwan and Southern China to understand the level of genius loci within their quality management systems and the extent that genius loci are linked with environmental sustainability. This understanding can be beneficial to them in achieving successful quality management systems with environmental sustainability.

This paper presents a theoretical research framework that was used to analyse operational risk management (ORM) system practices in Australia. It provides a new perspective on how to use national and international operational management system standards as a basis for systematic management of operational risks. Based on the extensive literature review and the analysis of operational risk management system practices that are common in Australian organisations, this paper identifies the critical factors for effective use of an ORM system. The proposed framework could also be used as a model to research ORM system applications in other countries.

Discusses quality and environmental management systems integration. Concepts of a system and a “system of systems” are addressed, followed by a description of different management systems, and their interrelations and integration. Subsequently, strategies for integration of the quality system based on the ISO 9001 standard and the ISO 14001 environmental management system are presented. The harmonization of related audit sub‐systems, namely ISO 10011 and ISO 14010/11/12 is also addressed. Finally, a discussion on the development of a generic performance management system is provided.

As competition in the global economy grows, management systems are becoming increasingly complex and diverse. Management system audits, applied for the examination of system effectiveness and compliance with planned arrangements, seem to be following the same path. This paper addresses the fundamental models, concepts, principles and practices of management system auditing, with the objective of improving the consistency and effectiveness of audits across quality, environmental, financial, safety, maintenance and other auditing disciplines. The concept of a generic audit is introduced on the basis of the systems approach. Discipline‐specific audit definitions are analyzed, and a generic audit definition is depicted. Quality, environmental and accounting audit principles are compared, and a set of basic features of a generic audit is illustrated and discussed. Common audit practices are subsequently illustrated, followed by an outline of the structure and content of a generic audit guideline, together with the proposed two‐prong approach to the development of the generic audit.

This paper aims to highlight the planning and implementation processes of a higher education institution ISO 9000 quality management system.

The paper discusses the issues and challenges faced by the institution in the process of maintaining and going beyond the minimum requirements of a quality management system.

The paper finds that senior leaders of an organization play an important role in driving the organization to quality improvement and organizational excellence.

The paper suggests practical information for management of a higher education institution to maintain and sustain a quality management system.

Maintaining a quality management system remains critical for an organization that has obtained certification. It has been observed that maintaining a quality management system is a far more daunting task than obtaining one.

In the past few years, management systems implementation and certification has become a common practice among different types of organizations. In this context, quality management systems certification, according to the ISO 9001 standard is in the spotlight, due to over than 1.000.000 certified organizations by the end of 2009. Quality management systems can be integrated with an increasing variety of other subsystems implemented according to other standards, including environmental systems, health and safety, social responsibility, R&D, risk, or human resources, and subsystems raised from specific standards designed for specific activity sectors (HACCP, automotive or aeronautics, medical devices, pharmaceuticals and software). Due to this evolution, careful attention should be taken on how these different subsystems have been and should be articulated, harmonized and integrated. Thus, this paper intends to approach different strategies to achieve integration, with several levels of intensity, depth and authenticity between the different subsystems, and report some final recommendations related with good practices assuring the efficiency and effectiveness of the integration process.

A case study methodology has supported this research. Three case studies were conducted on Portuguese companies that have an integrated quality, environmental and safety management system.

If the companies' strategy is to implement more than one management system, there is a clear advantage of doing it supported on an integrated approach, avoiding the development of organizational “islands” related to each subsystem. This organizational “archipelago” structure is completely far way from any global optimized solution, based on a holistic perspective.

Based on the conclusions that we were able to find out, this paper is an important contribution to the integrated management systems research area, because it states different integration approaches and levels of integration and what are the features that characterize each one of those approaches and levels.

This paper aims to report and analyse the lessons learned from a case study on the implementation of a quality management system within an IT Division in a higher education (HE) organisation.

The paper is based on a review of the relevant literatures and the use of primary sources such as document analysis, participant observation and interviews to develop a case study that describes and evaluates the implementation process.

The case study identifies four factors central to the effective implementation of the quality management system within a Division of a HE institution: senior leadership and sponsorship; stakeholder engagement; the management of culture change; and implementing quality processes.

The case study reveals that the implementation of quality management systems requires sustained effort, continuous leadership, and the long term commitment of resources and systematic auditing of performance and is best done on an incremental basis.

The paper is based on a single organisation case study, and utilises a variety of data collection methods to generate findings. The study findings illustrate that HE institutions may achieve greater success in implementing quality management systems if they focus on a particular division rather than an organisation‐wide approach.