Molina-Azor-n et al-2009-International Journal of Management Reviews
The Links between QM, EM, QEM and Firm Performance Models of cause–effect relationships between QM, EM, QEM, QP, EP and FP can be established on the basis of the ideas presented in the previous sections (Figure There are several possible ways of implementing an integrated system. A distinction can be drawn between a successive and a simultaneous implementation. In the first case, the firm adopts first one system and then the other. For example, the firm can adopt a QM system first and an EM system later (Figure a. Owing to the existence of common factors for the success of implementation, QM could facilitate EM implementation after the development of certain resources and capabilities that are useful for both management systems (Darnall and Edwards Figure bis representative of a situation where integration is simultaneous. The double arrow between QM and EM suggests that the resources and capabilities that develop gradually during the implementation process can be exploited by both management systems. In any case, Figures a and b represent a low level of integration. If the degree of integration is high, a QEM system is possible (Figure 3c). It maybe seen from these figures that QM influences QP and EM influences EP, as explained previously (Figures 1 and 2). In addition, in Figures a and b, QM could also lead, at least in part, to EP, because organizations that implement QM might reduce waste, which would also constitute an improvement in EP. Moreover, the integration of environmental Figure 3. Integrated systems and FP.
