Abstract
Organisations employ various management systems (MSs) to systematically address the needs of their stakeholders. As the number of MSs is mushrooming, the need has arisen to integrate them into one holistic business management system that addresses various stakeholder requirements in an integrated manner. However, the dynamics of the integration process are not yet fully understood and research has yet to establish how the integration of MSs gives rise to various types of organisational improvements. This paper focuses on how the integration process unfolds in practice to give rise to a number of socio-technical changes essential to the integration of MSs. This research is based on four cases; it reveals that integration streamlines operational processes through a number of structural, functional, and operational changes. Integration reforms bureaucratic structures, further giving rise to operational excellence and strategic flexibility. The research also provides the extension of lean production practices bundles, and an operationalisation of Adler's concept of enabling bureaucracy.