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The purpose of this paper is to determine the impact of standardized management systems (ISO 9001, ISO 14001, ISO 22000 and ISO 28000) on minimizing selected aspects of risk in the supply chain.

A questionnaire was used to explore this topic. Respondents were divided into two group regarding organization type – logistic service providers and focal companies. Basic data analysis was based on descriptive statistics and on analysis of variance with organization type as a stratification factor. Deeper data analysis was based on factor analysis with principal component analysis and varimax rotation with Kaiser normalization.

Research shows that standardized management systems turn out to be useful in supply chain risk management (SCRM) regardless of the role that the organization plays in the supply chain. However, the strength of their positive impact varies. There were few respondents among logistic operators who were low in assessing the legitimacy of implementing standardized management systems in the examined context. Having this in mind, especially representatives of logistic operators with a limited budget should consider making the decision to implement standardized management systems.

The obtained research results may be helpful for managers who consider to implement standardized management systems in the context of using obtain guidelines to develop procedures to improve supply chain management and ensure the repeatability of ongoing processes.

Although the number of studies on the SCRM increases, it is worth noting that in the literature there is still a lack of research and studies addressing the impact of standardized management systems on SCRM (especially from the perspective of organizations with various functions in supply chains such as focal companies and logistic service providers). Therefore, there is a need for comprehensive research in this area. According to the authors, the study carried out, at least to some extent, will fill this gap.

The purpose of this paper is to examine the impact of implementing standardized management systems on processes related to competitiveness. The authors also want to better understand how these systems create value for a client in organizations co-developing supply chains operating in Eastern and Central Europe.

This is an empirical study utilizing a survey methodology with two groups of respondents, logistic service providers and focal companies. Data analysis was based on descriptive statistics and on analysis of variance (ANOVA) with organization type as a stratification factor. Deeper investigation of latent relationships between variables was performed with factor analysis with principal component analysis as the main method for factor extraction.

The research shows standardized management systems are useful in supply chain management (SCM) regardless of the role that the organization plays in the supply chain. However, the strength of their positive impact varies.

The results and new insights presented within this study should prove useful for organizations co-creating supply chains in Europe. Decision makers considering the implementation of guidelines for standardized management systems will find multiple benefits and innovative outcomes within supply chains when choosing to implement. For researchers, the results of this study fill a gap in this area of research on SCM and standardized management systems while providing a path for continued and emerging research.

The results obtained help to fill a gap in the literature regarding a lack of research in the context of Easter and Central Europe and contribute to the advancement of knowledge about the impact of standardized management systems on SCM that includes the importance of both environmental and social performance.

The aim of this paper is to explore the current links between standardized models ISO 9000, ISO 14000, ISO 27000 and the model ISO 15489.

The paper is based on comparative analysis and on the authors' knowledge of the series of standards.

A definition of the most relevant current analogies between these systems and an analysis of observable synergies between the model ISO 15489 and the aforementioned management model were produced.

The paper demonstrates the harmonizing capacity of the ISO regulations 15489 related to records management requirements as regulated by the series ISO 9000, ISO 14000 and ISO 27000. It offers perspectives on the potential of these regulations to strengthen records management in organizations and on the benefits that series ISO 15489 offers to producers who have adopted these codes of good practice.

The realm of standardized management systems (MSs) has expanded greatly over the last two decades. This expansion has highlighted the need for structured approaches to facilitate the integration of these systems. The purpose of this paper is to explore the integration of standardized MSs through a meta‐management approach.

An extensive survey of literature was carried out. Based on the literature review, a comprehensive framework was developed to guide the integration of standardized MSs. The framework is based on the “direction‐consistency‐coherence‐feedback” cycle.

A critical review of existing models and methodologies for the integration of standardized MSs highlighted the need for a systems‐oriented approach to integration based on stakeholder needs. The review further highlighted that the integration of MSs must be carried out at the meta‐level of organisational control. This focuses integration efforts on a higher level of abstraction, logic, and inquiry than is typically the case in efforts focused at the intervention or modeling level.

The framework will be of interest to both researchers and practitioners in the integration of standardized MSs because it provides a systematic way for addressing various stakeholder requirements. It describes how organisations could handle integration at various organisational levels and how an infrastructure for continuous improvement could be established.

The paper makes several contributions. It presents a unique approach to integration that has not been addressed in previous publications. The paper elaborates how to carry out integration of standardized MSs and how to develop a business management system for the whole organisation.

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.

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.

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 provide an analysis of the ISO 10002: 2004 standard from the perspective of its context within the ISO 10001/2/3 triad of customer satisfaction complaint system and ISO 9001 quality management system standards, its complaints handling content, and the standard's applicability in a public electrical utility.

A summary of the ISO 10001/2/3 standards is presented, followed by a more detailed analysis of ISO 10002: 2004 and its possible integration with ISO 9001: 2000. Subsequently, a demonstration of how ISO10002: 2004 compares to the case study electrical utility's complaints‐handling system is provided.

ISO 10001/2/3 can guide organisations in preventing customer dissatisfaction as well as in resolving complaints within and outside the organisations' borders. Results of the gap analysis between ISO 10002: 2004 and the electrical utility's complaints handling system showed major opportunities for improving the overall system, looking beyond merely addressing individual complaints.

Only one organisation was studied and ISO 10002: 2004 was less than a month old at the time. Quality management researchers will see opportunities for further investigation into the application of ISO 10001/2/3 and how these standards can augment quality management systems, particularly those based upon ISO 9001: 2000.

The presented discussion on an internationally‐standardized complaint‐handling system gives practitioners in the energy and other industries an incentive to study and apply ISO 10002: 2004.

The paper is a pioneering effort in applying ISO 10002: 2004 to an actual organisation. Furthermore, the links shown between complaints handling and quality management will open up new avenues for research in the area of the integration of standardized management systems.

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.

The recently introduced ISO 22000:2005 modified the classical HACCP approach by embedding food safety into the wider context of a standardized management system and refining the required safety control measures. There is little guidance regarding ISO 22000 implementation as well as inconsistencies regarding definitions and control measures specifications. This paper aims to provide a structured approach for the implementation of ISO 22000, applied to the case of industrial yoghurt.

The approach consisted of two stages. The first primarily comprises the interpretation of the ISO 22000 specifications. The second includes the application of these requirements (as interpreted) to industrial yoghurt manufacture, considering all major varieties (set, stirred and strained) and types (with or without flavourings).

The paper reveals a managerial perspective of ISO 22000, overcoming existing inconsistencies for determining the necessary control measures, as applied to industrial yoghurt.

This research is limited to the case of industrial yoghurt considered. However, the methodology used is general and can apply to any other product.

This paper provides an interpretation of ISO 22000, based on other standardized management system practices and widely accepted managerial principles. The findings can help in the development of the necessary state‐of‐the‐practice tools to facilitate future ISO 22000 implementations, in conjunction with the ISO 9001 quality standard.