A hierarchical complementary Lean-Green model and its impact on operational performance of manufacturing organisations

Abstract

PurposeThis research aims to examine the complementary impact of Lean Manufacturing (LM) and Green Manufacturing (GM) on operational and environmental performance.Design/methodology/approachA survey was conducted in the Zimbabwean manufacturing industry. A total of 302 valid responses were obtained and analysed using partial least square structural equation modelling (PLS-SEM).FindingsBoth LM and GM impact environmental and operational performance; however, GM's effect on operational performance is indirect through environmental performance.Research limitations/implicationsThis study only focusses on the Zimbabwean manufacturing industry, and the results may not readily apply to other developing countries.Practical implicationsThe companies that have successfully implemented LM are able to implement GM more easily because of their complementary nature.Social implicationsThe integration of LM and GM reduces most forms of waste, causing an improved environmental and operational performance. In addition, this will improve community relations and customer satisfaction.Originality/valueThis research investigates the complementary nature of LM and GM on how LM and GM impact organisational performance and whether a combined Lean-Green implementation leads to better organisational performance than when LM and GM are implemented individually. The research also examines whether being environmentally compliant leads to improved organisational performance, particularly in a developing country.

Can integrated safety intervention practices improve sustainable performance? A survey of service organizations

“…[ [20] , [21] , [22] ]. The questions were adopted from the literature to improve the validity [ 23 ].…”

“…659 questionnaires were distributed using the traditional drop-and-pick method to personnel with higher positions in the safety and health department such as safety managers and supervisors as they have more knowledge of the research area. Emails, WhatsApp messaging and telephone calls were used to communicate with the respondents to know if the questionnaire was completed and ready for collection [ 23 ]. 247 responses were initially obtained and after data screening, 5 questionnaires were discarded as they had a lot of missing values.…”

Green marketing strategy, technology implementation and corporate performance: the role of green creative behaviour and institutional isomorphism

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“…However, there is a paucity of research on factors that drive green initiatives and technology adoption (Bhutto et al. , 2021; Machingura et al. , 2023; Wang, 2019) required for green corporate performance in the sector.…”

“…According to the World Travel and Tourism Council (WTTC), governments should enact less complicated laws that call for digital technologies and contactless travel while maintaining safety (WTTC, 2022). However, there is a paucity of research on factors that drive green initiatives and technology adoption (Bhutto et al, 2021;Machingura et al, 2023;Wang, 2019) required for green corporate performance in the sector. This situation has created contextual and theoretical gaps regarding green business strategy and technology adoption in the organisational and service literature this study sought to help fill.…”