Combining organizational performance with sustainable development issues: the Lean and Green project benchmarking repository

Verrier, Brunilde; Rose, Bertrand; Caillaud, Emmanuel; Remita, Hakim

doi:10.1016/j.jclepro.2013.12.023

Cited by 191 publications

(182 citation statements)

References 31 publications

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“…LGS practices together can provide firms with the sustainable development they are pursuing [63]. The result provides strong evidence that companies can improve their 3BL performance through an integrated implementation of lean, green, and social practices.…”

Section: The Integrated Lgs Practices and 3bl Performancementioning

confidence: 87%

“…A number of researchers have attempted to take lean and green practices collectively to study their effects on various aspects of firm performance [54,63,67]. Lean and green practices facilitate each other in certain ways [54] and jointly contribute to a better competitive advantage and profitability [63].…”

Section: The Synergistic Effect Of Lean and Green Green And Social mentioning

confidence: 99%

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The Impact of Integrated Practices of Lean, Green, and Social Management Systems on Firm Sustainability Performance—Evidence from Chinese Fashion Auto-Parts Suppliers

et al. 2015

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Abstract:To better satisfy various stakeholders, firms are seeking integrated practices that can enhance their sustainability performance, also well known as the Triple Bottom Line (3BL). The fashion industry exhibits potential conflicts with the spirit of sustainability because of the waste created by high levels of demand uncertainty and the extant usage of resources in production. Literature suggests that selected stand-alone practices of lean, green, and Corporate Social Responsibility (CSR) management systems have a positive impact on firm sustainability performance. However, how the combination of selected practices from these three management systems impacts the 3BL remains unclear. Based on case studies, we build an integrated sustainable practices model incorporating the most popular lean, green, and social practices and develop propositions for future tests. Our OPEN ACCESSSustainability 2015, 7 3839 framework suggests the implementation of integrated practices would have a stronger influence on 3BL performance than individual practice implementation.

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Section: The Integrated Lgs Practices and 3bl Performancementioning

confidence: 87%

Section: The Synergistic Effect Of Lean and Green Green And Social mentioning

confidence: 99%

The Impact of Integrated Practices of Lean, Green, and Social Management Systems on Firm Sustainability Performance—Evidence from Chinese Fashion Auto-Parts Suppliers

et al. 2015

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“…The ultimate goal of lean production is to increase profitability by systematically minimizing wastes and increasing efficiency (Hofer, Eroglu and Hofer, 2012). Lean was designed to identify and reduce seven forms of wastes, namely, overproduction, waiting, transportation, defects, inappropriate processing, unnecessary inventory and unnecessary motion (Verrier et al, 2014). Lean production has a central focus on the customers, and it starts by understanding what the customers want, how much they want and when they want it (Heizer and Render, 2006, p. 641).…”

Section: Short-term and Long-term Sustainability Practicesmentioning

confidence: 99%

Short-term versus long-term benefits: Balanced sustainability framework and research propositions

Wu¹,

Subramanian

Abdulrahman

et al. 2017

Sustainable Production and Consumption

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Sustainability research has been expanding rapidly during recent decades. Such research takes various forms with the identification of mixed results. Even though there are several review articles on sustainability with valuable insights, the time dimension aspect of sustainability is totally missing in addition to lack of well-developed framework. This paper systematically reviews previous sustainability studies published in the refereed scientific journals for the past two decades to understand the evolution of sustainability issues in the business context and solutions proposed until now. The study categorizes the popular sustainability practices into short-and long-term practices based on the time effect, and link them with different forms of organizational capabilities and sustainability performance. The paper further proposes a two-dimensional sustainability framework that incorporates practices, capabilities and performance, and the balancing issues between short-and long-term sustainability. At the end, it suggests potential research directions for future research as well. Graphical abstract Highlights We systematically reviews the past two decades sustainability studies published in the refereed scientific journals  We use time dimension to classify and understand sustainability benefits Review of sustainability theories, practices, capabilities, and performance Classification of sustainability practices, capabilities, and sustainability performance Model & propositions development We categorized sustainability practices and performances into short-and long-term perspectives for effective managerial decisions  We propose research propositions relating firm's capability and its implementation of shortand long-term sustainability practices and sustainability performance.  We draw attention to the future role of organizational capabilities and their interactions with sustainability practices to achieve better performance.

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“…To Verrier et al (2014), environment and logistics are antagonic. A proper management of the environmental characteristics of logistics activities is, as well as a legal requirement, a users requirement (Esmer, Çetin and Tuna, 2010); besides, more than transportation and distribution channels, many places of congruent negotiations of loads (such as ports, distribution centres) are also business centres and value-adding spots.…”

Section: Logisticsmentioning

confidence: 99%

Approach of the Two-way Influence Between Lean and Green Manufacturing and its Connection to Related Organisational Areas

Salvador

Piekarski

Francisco

2017

Int. J. Prod. Manag. Eng.

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Initiatives toward Lean and Green Manufacturing are given mainly due to organisational response to current market's economic and environmental pressures. This paper, therefore, aims to present a brief discussion based on a literature review of the potential two-way influence between Lean and Green Manufacturing and its role on the main organisational areas with a closer relationship to such approaches, which were observed to be more extensively discussed in the literature. Naturally lean practises seem more likely to deploy into green outcomes, though the other way around can also occur. There is some blur on the factual integration of both themes, as some authors suggest. Notwhithstanding, they certainly present certain synergy. Thereupon, further research is needed to unveil the real ties, overlaps and gaps between these approaches.

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Combining organizational performance with sustainable development issues: the Lean and Green project benchmarking repository

Cited by 191 publications

References 31 publications

The Impact of Integrated Practices of Lean, Green, and Social Management Systems on Firm Sustainability Performance—Evidence from Chinese Fashion Auto-Parts Suppliers

The Impact of Integrated Practices of Lean, Green, and Social Management Systems on Firm Sustainability Performance—Evidence from Chinese Fashion Auto-Parts Suppliers

Short-term versus long-term benefits: Balanced sustainability framework and research propositions

Approach of the Two-way Influence Between Lean and Green Manufacturing and its Connection to Related Organisational Areas

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