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1 – 3 of 3Tinotenda Machingura, Olufemi Adetunji and Catherine Maware
The objective of the study is to explore the mediatory role of the environmental performance of organisations on their economic and social performances. It demonstrates that…
Abstract
Purpose
The objective of the study is to explore the mediatory role of the environmental performance of organisations on their economic and social performances. It demonstrates that implementing environmental management techniques should not only be done to comply with environmental regulations, but also as a means of improving social and economic performance.
Design/methodology/approach
The data were gathered from the manufacturing industry of Zimbabwe, and 302 useable responses were received. Data analysis was performed through structural equation modelling (SEM) using SMART PLS 3.
Findings
Improvement in environmental performance led to improvements in both social and economic performances. Also, environmental performance contributes the greatest total effect; hence, it deserves attention, not only for compliance but also for economic reasons.
Originality/value
Our goal is to quantify the extent to which environmental performance might improve the social and, more importantly, the economic performance of organisations. The study also explores the relative importance and performance of lean manufacturing (LM), green manufacturing (GM), social performance and environmental performance for purposes of prioritisation of organisational improvement initiatives.
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Tinotenda Machingura, Olufemi Adetunji and Catherine Maware
This research aims to examine the complementary impact of Lean Manufacturing (LM) and Green Manufacturing (GM) on operational and environmental performance.
Abstract
Purpose
This research aims to examine the complementary impact of Lean Manufacturing (LM) and Green Manufacturing (GM) on operational and environmental performance.
Design/methodology/approach
A 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).
Findings
Both LM and GM impact environmental and operational performance; however, GM's effect on operational performance is indirect through environmental performance.
Research limitations/implications
This study only focusses on the Zimbabwean manufacturing industry, and the results may not readily apply to other developing countries.
Practical implications
The companies that have successfully implemented LM are able to implement GM more easily because of their complementary nature.
Social implications
The 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/value
This 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.
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Tinotenda Machingura, Olufemi Adetunji and Catherine Maware
Buoyed by the increasing demand for improved productivity and environmentally conscious manufacturing, research in the area of lean production and green manufacturing has…
Abstract
Purpose
Buoyed by the increasing demand for improved productivity and environmentally conscious manufacturing, research in the area of lean production and green manufacturing has experienced significant growth since Dües et al. (2013). Taking the latter as the point of reference, a review of recent developments in the complementary and conflicting areas between lean production and green manufacturing that has been missing is presented.
Design/methodology/approach
A systematic search was done to identify articles on lean production and green manufacturing from Scopus, Web of Science and Google Scholar. The population-intervention-outcome format was used to develop and answer the research questions. ATLAS.ti 22 was used to analyse 141 qualifying papers and identify the research themes.
Findings
Lean production and green manufacturing have strong synergy, and when integrated, they tend to deliver superior organisational performance than their individual implementations. This is consistent with the pre-2013 results, and other areas of synergy and divergence were also identified.
Research limitations/implications
The study considers only papers published in the manufacturing sector after Dües et al. (2013). A review of lean production and green manufacturing in integrated product-service systems may also be relevant, especially due to the continuing trend since its introduction.
Practical implications
Any new adopter of lean production should consider implementing it simultaneously with green manufacturing.
Originality/value
This study establishes the persistence of the pre-2013 patterns of synergy and divergence between lean production and green manufacturing, and identifies new considerations for their joint implementation.
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