Um Sistema de Gestão Integrado (SGI) pode ser entendido como uma abordagem que visa o aprimoramento no desempenho de uma organização por meio do ciclo PDCA, e cujos requisitos podem ser baseados em normas mundialmente conhecidas. Apesar do grande volume de pesquisas que abordam formas de se implantar o SGI, uma minoria o relaciona com a abordagem de processos de negócio, que é também um requisito normativo. Neste contexto, esta pesquisa defende que a abordagem de Gerenciamento por Processos de Negócio (Business Process Management - BPM) pode contribuir significativamente para a implantação efetiva e manutenção de um SGI, já que é uma abordagem que apoia a análise e melhoria dos processos de negócio, aspectos essenciais para a estruturação e gerenciamento de um Sistema de Gestão. Diante deste contexto, este trabalho visa propor um guia com etapas, recomendações e instrumentos de apoio para a implantação e manutenção de um SGI por Processos de Negócio, por meio de revisão da literatura (exploratória e sistemática) e avaliação de especialistas. Para esta pesquisa, considerou-se SGI como a integração das normas ISO 9.001:2015 (Sistema de Gestão da Qualidade) e ISO 14.001:2015 (Sistema de Gestão Ambiental), dada a relevância de ambas no cenário atual dos negócios. Os resultados da Revisão Bibliográfica Sistemática (RBS) mostraram que as pesquisas que abordam a integração entre SGI e BPM ainda são preliminares e que há oportunidades de aprofundamento no tema. Este trabalho visa contribuir para a compreensão, implantação e manutenção dos requisitos do SGI pelas organizações com base na abordagem de Gerenciamento por Processos de Negócio, sob o ponto de vista prático. / An Integrated Management System (IMS) can be understood as an approach that aims to improve organization\'s performance through the PDCA cycle, and whose requirements may be based on globally recognized standards. Despite the large volume of research that addresses ways of implementing an IMS, a minority relates it to the business process approach, which is also a normative requirement. In this context, this research argues that the Business Process Management (BPM) approach can contribute significantly to the effective implementation and maintenance of an IMS, since it supports the analysis and improvement of business processes, essential aspects for the structuring of a Management System. In this context, this work aims to propose a guide with steps, recommendations and support instruments for the structuring and maintenance of a Process-based IMS, through literature review (exploratory and systematic) and expert assessment. For this research, IMS was considered as the integration of ISO 9.001: 2015 (Quality Management System) and ISO 14.001: 2015 (Environmental Management System) standards, given the relevance of both in the current business scenario. The results of the systematic literature review (SLR) have shown that research that addresses the integration between IMS and BPM is still preliminary and that there are opportunities for further study. This paper aims to contribute to the understanding, implementation and maintenance of IMS requirements by organizations based on the business process management approach, in a practical view.

Made available in DSpace on 2016-04-25T19:21:01Z (GMT). No. of bitstreams: 1 Maria de Lourdes dos Santos.pdf: 22200619 bytes, checksum: 8be9d8dfc461204769bbf220c43ca901 (MD5) Previous issue date: 2009-10-21 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / This work aims to introduce the Soka Gakkai International Brazil (BSGI) Women´s Division, a lay organization constituted by followers of Nichiren Buddhism, which promotes a movement for peace through culture and education under the leadership of Daisaku Ikeda. The Women´s Division, formed by adult women, is the association s biggest division, and its members, the majority being non-Japanese descendant, dedicate great part of their time to the spreading of Buddhism and the socialization in the BSGI activities. This research intended to answer the following questions: Who are these BSGI women members, who dedicate in the front of these activities even though not holding leading functions? How much has the Japanese culture influenced these women in their performance and status inside the organization? What makes these women keep going? The result of this work was based on an evaluation of the organization since its founding in Japan, in 1930, up to the present date. As a transplanted organization, the focus of this analysis was both the influence the Japanese had on the running of the organization and on the status held by its women members. Questionnaires, interviews and field research were employed for this purpose. The conclusion revealed that the denomination queen of happiness encourages these women to improve their self-esteem and to reach a world beyond their ordinary daily lives in the outskirts. Moreover, the principle of the oneness of mentor and disciple also encourages them to cope with any prejudice and stereotyping that may emerge in the organization itself / Este trabalho busca apresentar a Divisão Feminina da Associação Brasil Soka Gakkai Internacional (BSGI), uma organização formada por leigos que professam a fé no Budismo de Nitiren e promove um movimento pela paz por meio da cultura e da educação, sob a liderança de Daisaku Ikeda. A Divisão Feminina, formada por mulheres adultas, é a maior da entidade, e suas integrantes, em sua maioria mulheres comuns sem ascendência japonesa, dedicam boa parte de seu tempo no movimento de propagação e social da BSGI. Nossa pesquisa pretendeu responder às questões: quem são as mulheres que compõem a BSGI que, mesmo não estando na liderança, se dedicam em suas atividades como principais promotoras? Até que ponto a cultura japonesa tem influenciado essas mulheres em sua atuação e posicionamento na organização? O que move essas mulheres? Apresentamos o resultado da pesquisa que analisou desde sua formação, em 1930 no Japão até os dias atuais. Como uma organização transplantada, verificamos a proporção da influência japonesa na posição que as mulheres ocupam na entidade. Para tanto, distribuímos questionários às integrantes e realizamos entrevistas, além de pesquisa participativa. Percebemos que ser rainha da felicidade ajuda essas mulheres a elevar a autoestima e transitar num mundo além de seu cotidiano na periferia das cidades. E a unicidade de mestre e discípulo as faz sobrepor qualquer tipo de preconceito e discriminação existente na entidade

Um Sistema de Gestão Integrado (SGI) pode ser entendido como uma abordagem que visa o aprimoramento no desempenho de uma organização por meio do ciclo PDCA, e cujos requisitos podem ser baseados em normas mundialmente conhecidas. Apesar do grande volume de pesquisas que abordam formas de se implantar o SGI, uma minoria o relaciona com a abordagem de processos de negócio, que é também um requisito normativo. Neste contexto, esta pesquisa defende que a abordagem de Gerenciamento por Processos de Negócio (Business Process Management - BPM) pode contribuir significativamente para a implantação efetiva e manutenção de um SGI, já que é uma abordagem que apoia a análise e melhoria dos processos de negócio, aspectos essenciais para a estruturação e gerenciamento de um Sistema de Gestão. Diante deste contexto, este trabalho visa propor um guia com etapas, recomendações e instrumentos de apoio para a implantação e manutenção de um SGI por Processos de Negócio, por meio de revisão da literatura (exploratória e sistemática) e avaliação de especialistas. Para esta pesquisa, considerou-se SGI como a integração das normas ISO 9.001:2015 (Sistema de Gestão da Qualidade) e ISO 14.001:2015 (Sistema de Gestão Ambiental), dada a relevância de ambas no cenário atual dos negócios. Os resultados da Revisão Bibliográfica Sistemática (RBS) mostraram que as pesquisas que abordam a integração entre SGI e BPM ainda são preliminares e que há oportunidades de aprofundamento no tema. Este trabalho visa contribuir para a compreensão, implantação e manutenção dos requisitos do SGI pelas organizações com base na abordagem de Gerenciamento por Processos de Negócio, sob o ponto de vista prático. / An Integrated Management System (IMS) can be understood as an approach that aims to improve organization\'s performance through the PDCA cycle, and whose requirements may be based on globally recognized standards. Despite the large volume of research that addresses ways of implementing an IMS, a minority relates it to the business process approach, which is also a normative requirement. In this context, this research argues that the Business Process Management (BPM) approach can contribute significantly to the effective implementation and maintenance of an IMS, since it supports the analysis and improvement of business processes, essential aspects for the structuring of a Management System. In this context, this work aims to propose a guide with steps, recommendations and support instruments for the structuring and maintenance of a Process-based IMS, through literature review (exploratory and systematic) and expert assessment. For this research, IMS was considered as the integration of ISO 9.001: 2015 (Quality Management System) and ISO 14.001: 2015 (Environmental Management System) standards, given the relevance of both in the current business scenario. The results of the systematic literature review (SLR) have shown that research that addresses the integration between IMS and BPM is still preliminary and that there are opportunities for further study. This paper aims to contribute to the understanding, implementation and maintenance of IMS requirements by organizations based on the business process management approach, in a practical view.

Les leucémies aigues myéloïdes (LAM) sont des hémopathies malignes de mauvais pronostic dont les thérapies actuelles ne permettent d’obtenir des taux de survie à 5 ans chez les adultes que d’environ 40%. Par conséquent, il est nécessaire d’approfondir nos connaissances concernant les mécanismes d’oncogenèse pour développer de nouvelles approches thérapeutiques. Malgré leur hétérogénéité clinique et biologique, les LAM ont certaines caractéristiques communes comme l’activation de la voie de signalisation mTORCl qui est détectée dans la plupart des échantillons de LAM. MTORCl contrôle la survie, la croissance et la prolifération cellulaire, notamment via le contrôle de la traduction des ARNm et donc de la synthèse protéique. Au cours de ce travail, nous montrons qu’il existe, dans les LAM, une dérégulation de mTORCl qui explique les limites des effets anti-leucémiques observés avec la rapamycine (un inhibiteur allostérique de mTORCl) et qui est médiée en partie par l’activité de la sérine thréonine kinase Pim2, qui contrôle la phosphorylation de la cible de mTORCl, la protéine 4E-BP1. Cependant, cibler directement la traduction produit des effets anti-leucémiques importants, ce que nous avons montré en utilisant une molécule inhibant spécifiquement le complexe d’initiation de la traduction, le 4EGI-l. EIF4E est essentiel à l’initiation de la traduction et nous avons montré sa surexpression au niveau protéique dans la plupart des échantillons de LAM au diagnostic par comparaison à des cellules hématopoïétiques normales CD34+. Bien que son niveau d’expression n’ait pas de valeur pronostique intrinsèque, ce résultat suggère un potentiel important au blocage de la traduction dans la plupart des cas de LAM. Dans la perspective d’inhiber mTORCl, nous avons activé la voie LKBl/AMPK par la metformine, ce qui a induit des effets anti-leucémiques in vitro et in vivo via une modification du métabolisme cellulaire avec en particulier une inhibition de la synthèse de protéines oncogéniques. La metformine n’étant pas un candidat en thérapeutique dans les LAM du fait d’un index thérapeutique trop étroit, de nouvelles molécules modulant la voie LKBl/AMPK sont en cours de développement. Enfin, nous avons étudié le rôle de la sérine thréonine kinase Pim2, qui contrôle la traduction protéique et la survie dans les cellules de LAM Flt3-ITD+. Nous avons de plus montré que la sur-expression de Pim2 constitue un nouveau mécanisme de résistance aux inhibiteurs de Flt3 et représente donc une cible thérapeutique prometteuse dans cette catégorie de LAM. L’étude de la voie mTORCl et de la traduction permet donc d’envisager de multiples perspectives thérapeutiques dans les LAM dont certaines sont déjà en cours de développement clinique. / Acute myeloid leukemia (AML) are hematological malignancies with adverse prognosis in which therapies only gives 40% survival within 5 years in adults. Hence, it is important to increase our knowledge regarding oncogenesis to further develop new therapeutic approaches. Despite their clinical and biological heterogeneity, AML have in common the constitutive activation of mTORC1 signaling which is detected in most AML samples. MTORC1 controls cell survival, growth and proliferation, in particular through control of mRNA translation and protein synthesis. During this work, we show, in AML, that mTORC1 is deregulated which explain the poor effects observed with rapamycin (a mTORC1 allosteric inhibitor) and is partially mediated by the serine/threonine kinase Pim-2 which controls the mTORC1 target 4E-BP1. Nevertheless, directly targeting translation, using a specific translation initiation inhibitor named 4EGI-1, have important anti leukemic effects. EIF4E is described as essential in translation initiation and we show its protein overexpression in most AML samples at diagnosis compared with normal hematopoietic CD34+ cells. Whereas eIF4E level expression has no prognostic impact, this result suggests an important potential for treatment targeting translation initiation in AML. In our purpose of inhibiting mTORC1, we were able to activate LKB1/AMPK signaling pathway with metformin, which induces anti leukemic effects in vitro and in vivo through in particular oncogenic protein translation inhibition. Metformin is not a good AML therapeutic candidate because of a narrow therapeutic index, new compound targeting LKB1/AMPK are in development. Finally, we studied the role of the serine/threonine kinase Pim-2 and show that it controls protein translation and FLT3-ITD+ AML cells survival. Furthermore, we show that Pim-2 overexpression is a new mechanism of Flt3 inhibitors resistance and represent a new promising therapeutic target in this AML subtype. Overall, mTORC1 and protein translation study in AML show multiple therapeutics perspective, some of them are already in clinical development.

Fundação de Apoio a Pesquisa e à Inovação Tecnológica do Estado de Sergipe - FAPITEC/SE / This paper proposes a discussion about the link between organizational communication and marketing. Although they are related subjects, they are often analyzed under different perspectives. Its general objective is to understand how the integration between communication and marketing occurs, both in theory and in practice, observing as an example cases companies participating in the Petrogás SE Network. These companies are certified by ISO and audited periodically, in addition it has as system of management the Integrated Management System (SGI). From the protocol created by Yin (2015) a research was done on how the integrated communication of marketing has been worked in these institutional environments. Our intention was to understand if having an Integrated Management System makes the communication and marketing of these companies professional or close to what is said in theory. In order to do so, a qualitative research was done using the methodology. Unique and holistic case study proposed by Yin (2015), being used as participant observation method and semi-structured interviews. Through the study it can be seen that even in the strict methods proposed by international norms, both communication and marketing have been neglected in these institutions. There is a great lack of knowledge and lack of preparation regarding the areas addressed by the administrators and the absence of specific professionals to implement organizational communication actions and their integration into marketing. / Este trabalho propõe uma discussão sobre a ligação existente entre comunicação organizacional e marketing. Apesar de serem assuntos correlatos, são frequentemente analisados sob óticas diferentes. Seu objetivo geral é entender como acontece a integração entre comunicação e marketing, tanto na teoria quanto na prática, observando como exemplo casos empresas participantes da Rede Petrogás SE. Tais empresas são certificadas pelas ISO e auditadas periodicamente, além disso tem como sistema de gestão o Sistema de Gestão Integrada (SGI). A partir do protocolo criado por Yin (2015) foi feita uma pesquisa sobre como a comunicação integrada de marketing vem sendo trabalhada nesses ambientes institucionais. Nosso intuito foi perceber se o fato de terem um Sistema de Gestão Integrada faz com que a comunicação e o marketing dessas empresas sejam profissionais, ou se aproximem do que é dito na teoria. Para tanto foi feita uma pesquisa qualitativa, com utilização da metodologia Estudo de caso único e holístico proposto por Yin (2015) sendo utilizados como método de coleta observação participante e entrevistas semiestruturadas. Através do estudo pode-se perceber que mesmo atendendo a métodos rígidos propostos por normas internacionais, tanto a comunicação, quanto o marketing vem sendo muito negligenciados nessas instituições. Existe um grande desconhecimento e despreparo com relação as áreas abordadas por parte dos administradores e ausência de profissionais específicos para implantação de ações de comunicação organizacional e sua integração ao marketing.

Les systèmes de gestion intégrée en environnement et en santé et sécurité du travail (SGI) sont un nouveau paradigme de gestion dans les organisations modernes. Ces systèmes sont construits à partir des normes ISO 14001 et d’OHSAS 18001, basées sur la prévention des risques et le principe de précaution. La littérature sur les SGI témoigne d’un marasme conceptuel prédominant depuis plus de 10 ans; elle insiste sur l’urgence d’un consensus taxinomique et conceptuel afin de définir les systèmes de gestion intégrée et de différencier le mécanisme d’intégration de celui de l’implantation. Cette lacune conceptuelle enlise les connaissances dans un fossé épistémologique, retardant ainsi le débat dans ce nouveau champ d’études. Les rares connaissances dont nous disposons dans ce domaine proviennent de quelques études théoriques et de six études empiriques, toutes préoccupées par la compatibilité des multiples systèmes et des avantages économiques de leur intégration. Les évidences engendrées par ces études sont insuffisantes pour appréhender la dynamique du nouveau paradigme dont les effets demeurent peu connus. Cette situation révèle l’urgence d’agir dans un contexte où l’utilisation des SGI se multiplie, et où leur tendance à minimiser l’importance des risques devient de plus en plus préoccupante. Aucune étude ne s’est encore penchée sur l’implantation d’un SGI en environnement et en santé et sécurité du travail construit uniquement à partir des normes ISO 14001 et d’OHSAS 18001. Cette connaissance est importante pour expliquer les effets de tels systèmes. C’est dans cette perspective que nous avons réalisé cette première étude empirique d’un SGI selon les normes ISO 14001 et d’OHSAS 18001. Nos questions de recherche portent sur le mode, le degré d’implantation, les effets du SGI, ainsi que sur les facteurs contextuels qui interviennent pour expliquer les variations dans le degré d’implantation et les effets du SGI. Il s’agit d’une recherche à prélèvement qualitatif qui repose sur un devis d’étude de cas, avec des niveaux d’analyse imbriqués, et comportant une double visée descriptive et explicative. Notre échantillon, de type raisonné, regroupait trente-cinq intervenants provenant de différentes instances hiérarchiques ; il incluait également des représentants syndicaux. Notre échantillon était composé de 7 usines, accréditées aux normes ISO 14001, OHSAS 18001, et dispersées dans différentes villes du Québec. Ces usines différaient tant par leur technologie, leur âge, leur taille, et leurs types de production. Nos données ont été recueillies en 2004; elles sont basées sur des entrevues semi dirigées, sur des observations directes lors de la visite des lieux; elles s’appuient aussi sur des consultations de documents internes et sur des outils électroniques implantés. La transcription des entrevues effectuée, le contenu des discours a été catégorisé selon les cinq dimensions du SGI: engagement, planification, mise en opération, contrôle et revue de la direction. Une condensation horizontale avait précédé l’analyse de chaque cas et l’analyse transversale des cas selon une approche à la fois inductive et déductive. Les résultats de notre recherche ont révélé deux modes d’implantation : le mode d’enrichissement et le mode de fusion. Ces modes dépendaient de la nature des structures fonctionnelles en place. La visée d’amélioration continue à la base du SGI n’avait pas réussi à concilier les approches traditionnelles bottom up et top down qui ont dominé cette implantation; son mécanisme était guidé par 4 types de stratégies : l’économie des ressources, le contrôle des forces d’influences, la stratégie des fruits faciles à cueillir et la stratégie à petits pas. Pour analyser le degré d’implantation, nous avons tenu compte de l’effort de structuration du SGI et de la force d’utilisation des processus implantés à chacune des cinq dimensions du SGI. Les résultats de notre recherche révèlent une variabilité certaine du degré d’implantation entre les usines d’une part, et entre les processus associés aux cinq dimensions du SGI d’autre part. L’analyse des discours a permis de produire cinq hypothèses qui soutiennent l’effort de structuration et la force d’utilisation du SGI: (i) l’hypothèse de la force de cohésion, (ii) l’hypothèse de la spécificité du processus, (iii) l’hypothèse de la portée du processus, (iv) l’hypothèse de la capacité organisationnelle, (v) l’hypothèse de l’acceptation du changement. L’implantation du SGI était soumise à l’influence de multiples facteurs; ils étaient de nature politique, structurelle et organisationnelle. Ces facteurs avaient agi sur le processus d’implantation en amorçant une cascade d’interactions au cours desquelles leurs forces d’influences se renforçaient, se neutralisaient ou s’additionnaient pour affecter le degré d’implantation. Les facteurs facilitant touchaient surtout l’effort de structuration ; ils incluaient : l’expérience des systèmes de gestion, l’implication de la direction, celle du syndicat ou du CSS, la structure organisationnelle, le niveau d’éducation, l’âge et la taille de l’usine. Quant aux facteurs contraignants, ils agissaient sur la force d’utilisation ; ils incluaient : la lourdeur procédurale, le manque de temps, le manque de formation, le manque de ressources, la culture organisationnelle, la structure organisationnelle, le fossé intergénérationnel, l’absence du syndicat et l’âge de l’usine. Trois effets proximaux escomptés par l’entreprise ont été observés. (i) La rigueur de la gestion était associée à l’application des exigences du SGI; elle touchait la gouvernance en environnement et en santé et sécurité du travail, les mécanismes de gestion et les procédés de production. (ii) La standardisation était reliée au mode d’implantation du SGI; elle concernait les pratiques, les outils, les méthodes de travail et l’organisation des ressources. (iii) La rupture des silos est un effet relié au mode d’implantation du SGI; elle touchait les structures départementales, les frontières professionnelles, les relations et climat de travail. Ces effets proximaux avaient provoqué plusieurs effets émergents, plus distaux: une augmentation du pouvoir de contrôle syndical, un renforcement de la légitimité des recommandations soumises par les spécialistes professionnels, la création de réseaux inter organisationnels et le transfert du savoir. L’implantation du SGI avait transformé la gouvernance et les pratiques en environnement et en santé et sécurité du travail dans les sept usines. Toutefois, elle ne semblait pas garantir l’immunité du processus de gestion des risques à l’environnement ni à la santé et sécurité du travail. Sa capacité à diluer les risques devait retenir l’attention des politiques de santé publiques et des programmes de prévention des risques à l’environnement et à la santé et sécurité du travail. L’amélioration de la gestion des risques demeurait un effet attendu non observé et soumis à des facteurs contextuels qui pourraient l’empêcher de se concrétiser. À cet égard, le transfert du savoir, renforcé par l’émergence des réseaux inter organisationnels, semblait offrir une avenue beaucoup plus prometteuse et accessible. C’est l’une des contributions de cette recherche. Elle a aussi (i) proposé une typologie des modes d’implantation et des effets du SGI (ii) préconisé une méthode détaillée d’une meilleure appréciation du degré d’implantation (iii) précisé le rôle des facteurs contextuels dans l’explication des variations du degré d’implantation et dans la production des effets, (iv) proposé des hypothèses sur la structuration et l’utilisation du SGI (v) offert une perspective plurielle et approfondie de la dynamique de l’implantation du SGI grâce à la variété de l’échantillon des répondants et des usines. Il s’agit de la première étude de terrain dans le domaine. À notre connaissance, aucune autre étude n’a eu de tels résultats. Mots Clés : ISO 14001, OHSAS 18001, gestion intégrée, environnement, santé et sécurité du travail, risques environnementaux, risques en santé et sécurité du travail, analyse d’implantation, degré d’implantation, SGI, transfert du savoir. / Integrated environmental, health and safety management systems (IMS) are a new management paradigm of modern organizations. These systems are built mainly from the ISO 14001 and OHSAS 18001 norms, which are based on risk prevention and the precautionary principles. For the past ten years, the literature on IMS has been governed by a conceptual stagnation, which is now begging for a taxonomic consensus in order to define IMS, clarify both integration and implementation processes, and to move beyond structures to address processes. As a result, the knowledge about IMS has been embroiled in an epistemological ditch, thus delaying debates in this emerging field of study. Scarce publications about IMS come from a few theoretical papers and six empirical investigations, all preoccupied by systems compatibility and the economic advantages of management systems integration. Evidence generated by these studies is not sufficient to apprehend the dynamics of the new paradigm, whose effects remain little known about until now. This situation is becoming alarming in a context where the use of integrated environmental health and safety management systems is increasing and where these IMS are raising concerns about their capacity to minimize risk in one domain or another. So far, no study has investigated the implementation of integrated environmental health and safety management systems built from ISO 14001 and OHSAS 18001 norms. Such knowledge is cardinal to help explain the effects of such IMS. It is in this perspective that we have undertaken this first empirical study of an IMS built from ISO 14001 and OHSAS 18001. Our research questions address the mode of implementation, the degree of implementation and the effects of the IMS, as well as the contextual factors whose influence on the implementation help explain the variations in the degree of implementation and the effects of the IMS. This qualitative inquiry uses a single case study with multiple levels of analysis. Our purposeful sample of thirty five participants was drawn from different levels of hierarchy, including union executives and representatives. Our purposeful sample of plants consisted of seven ISO 14001 and OHSAS 18001 certified plants located in different cities in Quebec, Canada. These plants differed by their technology, their age, their size and their types of production. Our data were collected in 2004 from semi-directed interviews, direct observation during site visits, and consultation of documentation and assessment of functionalities of implemented management tools. Interviews were transcribed verbatim and their content was categorized based on the five dimensions of the IMS: commitment policy, planning, deployment, control and management review. Horizontal condensation preceded within case and transversal analysis, using both inductive and deductive approaches. Our results indicate two implementation modes: the enrichment mode and the fusion mode, both related to the functional structures in place. Despite its aim of continuous improvement, the IMS was unable to reconcile the two traditional approaches of top down and bottom up, which have dominated this implementation which was supported by four strategies: economy of resources, control of influence, low hanging fruits and the small steps strategy. In order to analyze the degree of the IMS implementation, we have taken into consideration two aspects of the process: The effort of structuring the IMS and the scope of utilization of the implemented processes. Our results showed evidence of variation in the degree of IMS implementation; this variation was observed among the plants as well as among the processes implemented at each one of the five IMS steps. The analysis of discourses has allowed the production of five hypotheses that support IMS structuring and utilization (i) Cohesion forces hypothesis (ii) Process specificity hypothesis (iii) Scope of process hypothesis (iv) Organizational readiness hypothesis (v) Acceptance of change hypothesis. IMS implementation was influenced by political, structural and organizational factors. These factors have played their influence by catalyzing non -linear interactions, during which their influence could be neutralized, added or reinforced, hence generating variations in the degree of implementation. Facilitating factors have affected the effort of IMS structuring and included: experience working with management system, upper management commitment, implication of union or of health and safety committee representatives, organizational structure, level of education, plant age and plant size. Inhibiting factors have affected mainly the utilization of implemented processes. These factors included: procedural heaviness, lack of time, lack of training, lack of resource, organizational culture, organizational structure, intergeneration gap and lack of union implication. Three proximal effects anticipated by the organization under study were observed. (i) Increase in the rigor of management is an effect which was associated with the application of IMS requirements. It implied EHS governance, integrated management mechanisms and production processes (ii) Standardization is an effect which was associated rather with the implementation mode. It implied EHS practices, tools, work methods and organization of resources. (iii) Rupture of departmental silo is an effect associated with the mode of implementation. It involved organizational structures, professional boundaries and the working relations and climate. These proximal effects have induced several emerging effects, which were more distal. These were: increased control power of the union; increased legitimacy of recommendations by EHS professionals; creation of inter-organizational network and knowledge transfer. The implementation of an integrated management system in environment, occupational health and safety has transformed EHS governance and practice in all seven plants. However, this was not sufficient to grant immunity to EHS risk management processes. The potential of IMS to dilute risks should be of concern to public health policies, as well as to risk prevention programs on environment and on occupational health and safety. Improvement of EHS risk management was an expected effect but was not observed at the moment of our study. Several contextual factors may have intervened to alter its occurrence. To this regard, knowledge transfer, reinforced by the emergence of intra-organizational networks, seem to offer a very promising and affordable alternative. This is one of the contributions of our study research, which, in addition has (i) proposed a nomenclature to classify the modes of implementation and effects of IMS (ii) proposed a detailed method to appreciate the degree of implementation (iii) stated the roles played by contextual factors in explaining variations in the degree of IMS implementation and in the production of effects (iv) proposed a hypothesis on IMS structuring and utilization (v) through the diversity of our sample, offered a plural and sound perspective on the dynamics of IMS implementation. This is the first field study of this new paradigm. To our knowledge, no other study has produced such results. Keywords : ISO 14001, OHSAS 18001, integrated management system, IMS, environment, Occupational Health and Safety, environmental risks, occupational health and safety risks, implementation analysis, implementation level, knowledge transfer.

Les systèmes de gestion intégrée en environnement et en santé et sécurité du travail (SGI) sont un nouveau paradigme de gestion dans les organisations modernes. Ces systèmes sont construits à partir des normes ISO 14001 et d’OHSAS 18001, basées sur la prévention des risques et le principe de précaution. La littérature sur les SGI témoigne d’un marasme conceptuel prédominant depuis plus de 10 ans; elle insiste sur l’urgence d’un consensus taxinomique et conceptuel afin de définir les systèmes de gestion intégrée et de différencier le mécanisme d’intégration de celui de l’implantation. Cette lacune conceptuelle enlise les connaissances dans un fossé épistémologique, retardant ainsi le débat dans ce nouveau champ d’études. Les rares connaissances dont nous disposons dans ce domaine proviennent de quelques études théoriques et de six études empiriques, toutes préoccupées par la compatibilité des multiples systèmes et des avantages économiques de leur intégration. Les évidences engendrées par ces études sont insuffisantes pour appréhender la dynamique du nouveau paradigme dont les effets demeurent peu connus. Cette situation révèle l’urgence d’agir dans un contexte où l’utilisation des SGI se multiplie, et où leur tendance à minimiser l’importance des risques devient de plus en plus préoccupante. Aucune étude ne s’est encore penchée sur l’implantation d’un SGI en environnement et en santé et sécurité du travail construit uniquement à partir des normes ISO 14001 et d’OHSAS 18001. Cette connaissance est importante pour expliquer les effets de tels systèmes. C’est dans cette perspective que nous avons réalisé cette première étude empirique d’un SGI selon les normes ISO 14001 et d’OHSAS 18001. Nos questions de recherche portent sur le mode, le degré d’implantation, les effets du SGI, ainsi que sur les facteurs contextuels qui interviennent pour expliquer les variations dans le degré d’implantation et les effets du SGI. Il s’agit d’une recherche à prélèvement qualitatif qui repose sur un devis d’étude de cas, avec des niveaux d’analyse imbriqués, et comportant une double visée descriptive et explicative. Notre échantillon, de type raisonné, regroupait trente-cinq intervenants provenant de différentes instances hiérarchiques ; il incluait également des représentants syndicaux. Notre échantillon était composé de 7 usines, accréditées aux normes ISO 14001, OHSAS 18001, et dispersées dans différentes villes du Québec. Ces usines différaient tant par leur technologie, leur âge, leur taille, et leurs types de production. Nos données ont été recueillies en 2004; elles sont basées sur des entrevues semi dirigées, sur des observations directes lors de la visite des lieux; elles s’appuient aussi sur des consultations de documents internes et sur des outils électroniques implantés. La transcription des entrevues effectuée, le contenu des discours a été catégorisé selon les cinq dimensions du SGI: engagement, planification, mise en opération, contrôle et revue de la direction. Une condensation horizontale avait précédé l’analyse de chaque cas et l’analyse transversale des cas selon une approche à la fois inductive et déductive. Les résultats de notre recherche ont révélé deux modes d’implantation : le mode d’enrichissement et le mode de fusion. Ces modes dépendaient de la nature des structures fonctionnelles en place. La visée d’amélioration continue à la base du SGI n’avait pas réussi à concilier les approches traditionnelles bottom up et top down qui ont dominé cette implantation; son mécanisme était guidé par 4 types de stratégies : l’économie des ressources, le contrôle des forces d’influences, la stratégie des fruits faciles à cueillir et la stratégie à petits pas. Pour analyser le degré d’implantation, nous avons tenu compte de l’effort de structuration du SGI et de la force d’utilisation des processus implantés à chacune des cinq dimensions du SGI. Les résultats de notre recherche révèlent une variabilité certaine du degré d’implantation entre les usines d’une part, et entre les processus associés aux cinq dimensions du SGI d’autre part. L’analyse des discours a permis de produire cinq hypothèses qui soutiennent l’effort de structuration et la force d’utilisation du SGI: (i) l’hypothèse de la force de cohésion, (ii) l’hypothèse de la spécificité du processus, (iii) l’hypothèse de la portée du processus, (iv) l’hypothèse de la capacité organisationnelle, (v) l’hypothèse de l’acceptation du changement. L’implantation du SGI était soumise à l’influence de multiples facteurs; ils étaient de nature politique, structurelle et organisationnelle. Ces facteurs avaient agi sur le processus d’implantation en amorçant une cascade d’interactions au cours desquelles leurs forces d’influences se renforçaient, se neutralisaient ou s’additionnaient pour affecter le degré d’implantation. Les facteurs facilitant touchaient surtout l’effort de structuration ; ils incluaient : l’expérience des systèmes de gestion, l’implication de la direction, celle du syndicat ou du CSS, la structure organisationnelle, le niveau d’éducation, l’âge et la taille de l’usine. Quant aux facteurs contraignants, ils agissaient sur la force d’utilisation ; ils incluaient : la lourdeur procédurale, le manque de temps, le manque de formation, le manque de ressources, la culture organisationnelle, la structure organisationnelle, le fossé intergénérationnel, l’absence du syndicat et l’âge de l’usine. Trois effets proximaux escomptés par l’entreprise ont été observés. (i) La rigueur de la gestion était associée à l’application des exigences du SGI; elle touchait la gouvernance en environnement et en santé et sécurité du travail, les mécanismes de gestion et les procédés de production. (ii) La standardisation était reliée au mode d’implantation du SGI; elle concernait les pratiques, les outils, les méthodes de travail et l’organisation des ressources. (iii) La rupture des silos est un effet relié au mode d’implantation du SGI; elle touchait les structures départementales, les frontières professionnelles, les relations et climat de travail. Ces effets proximaux avaient provoqué plusieurs effets émergents, plus distaux: une augmentation du pouvoir de contrôle syndical, un renforcement de la légitimité des recommandations soumises par les spécialistes professionnels, la création de réseaux inter organisationnels et le transfert du savoir. L’implantation du SGI avait transformé la gouvernance et les pratiques en environnement et en santé et sécurité du travail dans les sept usines. Toutefois, elle ne semblait pas garantir l’immunité du processus de gestion des risques à l’environnement ni à la santé et sécurité du travail. Sa capacité à diluer les risques devait retenir l’attention des politiques de santé publiques et des programmes de prévention des risques à l’environnement et à la santé et sécurité du travail. L’amélioration de la gestion des risques demeurait un effet attendu non observé et soumis à des facteurs contextuels qui pourraient l’empêcher de se concrétiser. À cet égard, le transfert du savoir, renforcé par l’émergence des réseaux inter organisationnels, semblait offrir une avenue beaucoup plus prometteuse et accessible. C’est l’une des contributions de cette recherche. Elle a aussi (i) proposé une typologie des modes d’implantation et des effets du SGI (ii) préconisé une méthode détaillée d’une meilleure appréciation du degré d’implantation (iii) précisé le rôle des facteurs contextuels dans l’explication des variations du degré d’implantation et dans la production des effets, (iv) proposé des hypothèses sur la structuration et l’utilisation du SGI (v) offert une perspective plurielle et approfondie de la dynamique de l’implantation du SGI grâce à la variété de l’échantillon des répondants et des usines. Il s’agit de la première étude de terrain dans le domaine. À notre connaissance, aucune autre étude n’a eu de tels résultats. Mots Clés : ISO 14001, OHSAS 18001, gestion intégrée, environnement, santé et sécurité du travail, risques environnementaux, risques en santé et sécurité du travail, analyse d’implantation, degré d’implantation, SGI, transfert du savoir. / Integrated environmental, health and safety management systems (IMS) are a new management paradigm of modern organizations. These systems are built mainly from the ISO 14001 and OHSAS 18001 norms, which are based on risk prevention and the precautionary principles. For the past ten years, the literature on IMS has been governed by a conceptual stagnation, which is now begging for a taxonomic consensus in order to define IMS, clarify both integration and implementation processes, and to move beyond structures to address processes. As a result, the knowledge about IMS has been embroiled in an epistemological ditch, thus delaying debates in this emerging field of study. Scarce publications about IMS come from a few theoretical papers and six empirical investigations, all preoccupied by systems compatibility and the economic advantages of management systems integration. Evidence generated by these studies is not sufficient to apprehend the dynamics of the new paradigm, whose effects remain little known about until now. This situation is becoming alarming in a context where the use of integrated environmental health and safety management systems is increasing and where these IMS are raising concerns about their capacity to minimize risk in one domain or another. So far, no study has investigated the implementation of integrated environmental health and safety management systems built from ISO 14001 and OHSAS 18001 norms. Such knowledge is cardinal to help explain the effects of such IMS. It is in this perspective that we have undertaken this first empirical study of an IMS built from ISO 14001 and OHSAS 18001. Our research questions address the mode of implementation, the degree of implementation and the effects of the IMS, as well as the contextual factors whose influence on the implementation help explain the variations in the degree of implementation and the effects of the IMS. This qualitative inquiry uses a single case study with multiple levels of analysis. Our purposeful sample of thirty five participants was drawn from different levels of hierarchy, including union executives and representatives. Our purposeful sample of plants consisted of seven ISO 14001 and OHSAS 18001 certified plants located in different cities in Quebec, Canada. These plants differed by their technology, their age, their size and their types of production. Our data were collected in 2004 from semi-directed interviews, direct observation during site visits, and consultation of documentation and assessment of functionalities of implemented management tools. Interviews were transcribed verbatim and their content was categorized based on the five dimensions of the IMS: commitment policy, planning, deployment, control and management review. Horizontal condensation preceded within case and transversal analysis, using both inductive and deductive approaches. Our results indicate two implementation modes: the enrichment mode and the fusion mode, both related to the functional structures in place. Despite its aim of continuous improvement, the IMS was unable to reconcile the two traditional approaches of top down and bottom up, which have dominated this implementation which was supported by four strategies: economy of resources, control of influence, low hanging fruits and the small steps strategy. In order to analyze the degree of the IMS implementation, we have taken into consideration two aspects of the process: The effort of structuring the IMS and the scope of utilization of the implemented processes. Our results showed evidence of variation in the degree of IMS implementation; this variation was observed among the plants as well as among the processes implemented at each one of the five IMS steps. The analysis of discourses has allowed the production of five hypotheses that support IMS structuring and utilization (i) Cohesion forces hypothesis (ii) Process specificity hypothesis (iii) Scope of process hypothesis (iv) Organizational readiness hypothesis (v) Acceptance of change hypothesis. IMS implementation was influenced by political, structural and organizational factors. These factors have played their influence by catalyzing non -linear interactions, during which their influence could be neutralized, added or reinforced, hence generating variations in the degree of implementation. Facilitating factors have affected the effort of IMS structuring and included: experience working with management system, upper management commitment, implication of union or of health and safety committee representatives, organizational structure, level of education, plant age and plant size. Inhibiting factors have affected mainly the utilization of implemented processes. These factors included: procedural heaviness, lack of time, lack of training, lack of resource, organizational culture, organizational structure, intergeneration gap and lack of union implication. Three proximal effects anticipated by the organization under study were observed. (i) Increase in the rigor of management is an effect which was associated with the application of IMS requirements. It implied EHS governance, integrated management mechanisms and production processes (ii) Standardization is an effect which was associated rather with the implementation mode. It implied EHS practices, tools, work methods and organization of resources. (iii) Rupture of departmental silo is an effect associated with the mode of implementation. It involved organizational structures, professional boundaries and the working relations and climate. These proximal effects have induced several emerging effects, which were more distal. These were: increased control power of the union; increased legitimacy of recommendations by EHS professionals; creation of inter-organizational network and knowledge transfer. The implementation of an integrated management system in environment, occupational health and safety has transformed EHS governance and practice in all seven plants. However, this was not sufficient to grant immunity to EHS risk management processes. The potential of IMS to dilute risks should be of concern to public health policies, as well as to risk prevention programs on environment and on occupational health and safety. Improvement of EHS risk management was an expected effect but was not observed at the moment of our study. Several contextual factors may have intervened to alter its occurrence. To this regard, knowledge transfer, reinforced by the emergence of intra-organizational networks, seem to offer a very promising and affordable alternative. This is one of the contributions of our study research, which, in addition has (i) proposed a nomenclature to classify the modes of implementation and effects of IMS (ii) proposed a detailed method to appreciate the degree of implementation (iii) stated the roles played by contextual factors in explaining variations in the degree of IMS implementation and in the production of effects (iv) proposed a hypothesis on IMS structuring and utilization (v) through the diversity of our sample, offered a plural and sound perspective on the dynamics of IMS implementation. This is the first field study of this new paradigm. To our knowledge, no other study has produced such results. Keywords : ISO 14001, OHSAS 18001, integrated management system, IMS, environment, Occupational Health and Safety, environmental risks, occupational health and safety risks, implementation analysis, implementation level, knowledge transfer.