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Purpose The purpose of this paper is to empirically assess the impact of integrated lean and green practices on the sustainable (environmental, economic and social) performance of a hotel supply chain. Design/methodology/approach Literature review and previous exploratory studies were used to develop a hypothesized model that characterizes the integrated lean and green (LeGreen) impact on supply chain sustainability. A case study of a large sample of the UAE hotels is used to collect and analyze empirical data, validate the measurement model and test study hypotheses using structural equation modeling (SEM). Findings The results showed that three major lean techniques (Kaizen, quality and productive maintenance) and three green techniques (health and safety, waste disposal and green certifications) have substantial impact on the sustainable performance of hotel supply chains. Further results revealed that LeGreen impacts are complementary. Lean techniques have the highest impact on the economic performance of the hotel supply chain and the least impact on the environmental performance. Green practices, on the other hand, have opposite impacts. Research limitations/implications Although the study findings may vary in different contexts, study methodology and measurement model can be adapted to assess the LeGreen impact on the sustainable performance of hotel supply chains, as well as other service industries such as banking and health care. Practical implications The proposed assessment model is expected to be of great value toward the effective implementation of LeGreen practices across hotel supply chains in the UAE and globally. The study findings also provide guidelines for practitioners within the hospitality sector to undertake the proposed model and to adapt it for assessing and enhancing sustainable performance in other sectors of the service industry. Originality/value There is a growing emphasis by practitioners and academics on measuring the impact of LeGreen on the sustainable performance of service supply chains. However, the assessment of LeGreen impacts within the context of a hotel supply chain remains unexplored with a scarcity of comprehensive assessment frameworks. This study aims to fulfill this gap in literature and provide directions for researchers to expand the proposed model and to further analyze the integrated lean-green impact on the sustainability of supply chains of hotels and the service industry.

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Purpose The purpose of this paper is to differentiate between sustainable and green construction and significantly contribute to empirical investigations related to the impact of green construction factors on sustainable performance and to test the theory of planned behavior in the construction context and empirically assess green construction factors and the performance model. The model incorporates green construction factors that link construction activities with suppliers and customers to support environmental sustainability. Design/methodology/approach Data collected from 120 construction industry respondents were analyzed using exploratory factor analysis, which identified seven green construction factors. Two conformity factor analysis models were created to test the relationship fitness of the components and measure the impact of green construction factors on the sustainable performance of the construction. Findings The results provide substantial evidence that shows that the adoption of green construction factors by construction firms leads to improved sustainable performance. The overall perspective of respondents within the construction industry, according to the questionnaire survey, shows that the benefits, such as an improved corporate image and sustainable competitive advantage, increase compliance with customers’ expectations within the construction industry. Research limitations/implications This study covered private construction companies and measured the construction industry professional’s feedback without including the clients. Practical implications The results of this study will support the future success of ecological sustainability and green construction initiatives, mainly on enforcement and incentives; moreover, the results of this study will ensure that regulations will cover green practices for all types of projects and will be formally monitored for compliance. Originality/value The originality of this paper stems from drawing boundaries between green and sustainable construction and exploring the impact of green management on the sustainable performance of the construction industry. Most of the related previous works have used the concepts of green and sustainability interchangeably, and there is a lack of studies in this regard, particularly in the construction industry.

Purpose -The aim of this paper is to present a purchasing portfolio model for determining purchasing strategy at the component level of a product to support business strategy, addressing weaknesses in the often cited Kraljic-type models. The work draws on Fisher's model to match supply strategy to product nature. However, Fisher's model was criticised very recently by Lo and Power in this journal because it is unclear how the "leagile" option should fit into it. This paper addresses this issue. Design/methodology/approach -The new portfolio model is based on the literature, particularly Fisher's seminal work. It is then applied to two case studies; an electric boiler manufacturer and an elevator manufacturer, both in South Korea. The analytic hierarchy process (AHP) is used to position purchased components in the model. Findings -Different purchasing strategies should be assigned to different components according to their impact on the competitive priorities. As the electric boiler is a functional product, while the elevator is an innovative product, the case studies show how this can vary across the two product-types identified by Fisher.Research limitations/implications -The new model has been tested on only two case studies, which limits the ability to generalise the findings. Future work will use the lean and agile purchasing portfolio model in research and knowledge exchange activities with other industrial partners to further develop and test its efficacy. Originality/value -The new model captures the finding of Fisher and others that products should be classified as functional or innovation to determine their suitability for lean or agile supply respectively. However, this classification is extended here to the component level and with the addition of the leagile and non-strategic supply options, and it depends on the impact a component has on the four competitive priorities; cost, quality, time and flexibility.