Cleaner production strategies for the food industry

Cleaner production practices at company level enhance the desire of employees to have a significant positive impact on society through work

“…Furthermore, we assert that although industrial waste can be minimized by implementing the lean manufacturing principles ( Andrade et al., 2020 ; Chauhan, 2016 ; Manfredsson, 2016 ; Shrafat and Ismail, 2019 ). Yet, the essence of organizational concern towards environment protection is much noteworthy in CPP ( Aranda-Usón et al., 2020 ; Cesar da Silva et al., 2021 ; de Oliveira et al., 2019 ; Ramos et al., 2021 ; Scarazzato et al., 2017 ) which makes former significantly less industrious in terms of our environmental safeguard measures ( Botti et al., 2017 ; Cong and Shi, 2019 ; Psomas and Antony, 2019 ; Salam and Farooq, 2020 ). Moreover, according to Yüksel (2008) CPP is more than a simple implementation of post-production environmental protection regulations ( Cesar da Silva et al., 2021 ; de Oliveira et al., 2019 ; Frydenberg et al., 2004 ; Kennedy, 2020 ; Scarazzato et al., 2017 ).…”

“…services) environmental concerns ( Cesar da Silva et al., 2021 ; Cong and Shi, 2019 ; Scarazzato et al., 2017 ; UNEP, 2006 , p. 3; Yin et al., 2021 ). Moreover, implementation of CPP also helps in concentrating on ecofriendly system layout, convention of biodegradable compounds, environmentally concerned production processes and use of recyclable materials throughout whole production process ( Fresner, 1998a ; Hens et al., 2018 ; Ramos et al., 2021 ; Yüksel, 2008 ; Zhao and Zhang, 2020 ). Although, choice of policies, processes and designs for production (i.e.…”

“…Moreover, a number of subject specific studies on the implementation of CPP, SQ and CSR (e.g. Anh Nguyen and Le VO., 2019 ; Augusto de Oliveira et al., 2019 ; de Oliveira et al., 2019 ; Farooq and Salam, 2020 ; Hsu and Chen, 2020 ; Liao et al., 2018 ; Ramos et al., 2021 ; Sinthupundaja et al., 2018 ) have acknowledged their distinct role in enhancing organizational performance and profitability.…”

“…However, recent aforementioned studies (e.g. Anh Nguyen and Le VO., 2019 ; Augusto de Oliveira et al., 2019 ; de Oliveira et al., 2019 ; Farooq and Salam, 2020 ; Hsu and Chen, 2020 ; Liao et al., 2018 ; Ramos et al., 2021 ; Sinthupundaja et al., 2018 ) portraying CPP, SQ and CSR as a tool for fostering performance and maximizing organizational profitability have somehow driven us bit off-course from their primary underlying objective of environmental, individual and social well-being perspective respectively ( Anh Nguyen and Le VO., 2019 ; Farooq and Salam, 2020 ; Hsu and Chen, 2020 ; Liao et al., 2018 ; Ware, 2021 ).…”

“…Therefore, this study argues that instead of gauging the outcomes of CPP, SQ and CSR with a yardstick of monetary gains, profitability or enhanced organizational performance, there is a sheer need to marshal the resources for enunciating the micro level impact (i.e. employees’ cognitive behavioral aspects in our case) of the implementation of CPP, SQ and CSR at company level ( Farooq and Salam, 2020 ; Ramos et al., 2021 ; Salam and Farooq, 2020 ; Shi et al., 2021 ).…”