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The environmental performance of organizations has come under public policy limelight since the phenomenal increase of natural resource degradation and industrial waste. Thus, green concepts have been put forward, but the implementation of green practices faces many barriers and challenges. These barriers require attention as organizational practices are negatively affecting the environment leading to global warming and climate change. Therefore, this chapter systematically identifies four internal barriers including inadequate management commitment and support, insufficient technology competence and infrastructure, financial constraints, the uncertainty of economic benefits, and eight sub barriers within an organization concerning green concepts implementation. Moreover, this chapter also identifies four external barriers including lack of stakeholder's interest, inadequate environmental administrative support, scarce academic research, and lack of green collaborative practices, and eight sub barriers outside an organizational context concerning green concept implementation. The barriers in this research were identified by reviewing the existing literature on the topic. This chapter advances the green literature by identifying multiple barriers and challenges to the successful implementation of green concepts in organizations. This is of significance as if these barriers are tackled strategically, it would reduce environmental degradation problems and help make financial gains. Moreover, this research can help managers understand the key barriers to green concept implementation and provide guidance to them when attempting to implement green practices in their organizations. This research would also motivate researchers to extend further investigation on how to overcome such barriers and find out strategies to mitigate the barriers to green concept implementation to effectively address environmental issues.

Today, with the increasing involvement of the environment and human beings business units, paying attention to fulfilling social responsibility obligations while making a profit has become increasingly necessary for achieving sustainable development goals. Attention to profit by organizations should not be without regard to their social and environmental performance. Social responsibility accounting (SRA) is an approach that can pay more attention to the social and environmental performance of companies, but it has many barriers. Therefore, the purpose of this study is to identify barriers to SRA implementation and provide strategies to overcome these barriers.

In this study, the authors identify barriers to social responsibility accounting implementation and provide strategies to overcome these barriers. By literature review, 12 barriers and seven strategies were identified and approved using the opinions of six academic experts. Interpretive structural modeling (ISM) has been used to identify significant barriers and find textual relationships between them. The fuzzy technique for order performance by similarity to ideal solution (TOPSIS) method has been used to identify and rank strategies for overcoming these barriers. This study was undertaken in Iran (an emerging market). The data has been gathered from 18 experts selected using purposive sampling and included CEOs of the organization, senior accountants and active researchers well familiar with the field of social responsibility accounting.

Based on the results of this study, the cultural differences barrier was introduced as the primary and underlying barrier of the social responsibility accounting barriers model. At the next level, barriers such as “lack of public awareness of the importance of social responsibility accounting, lack of social responsibility accounting implementation regulations and organization size” are significant barriers to social responsibility accounting implementation. Removing these barriers will help remove other barriers in this direction. In addition, the results of the TOPSIS method showed that “mandatory regulations, the introduction of guidelines and social responsibility accounting standards,” “regulatory developments and government incentive schemes to implement social responsibility accounting,” as well as “increasing public awareness of the benefits of social responsibility accounting” are some of the essential social responsibility accounting implementation strategies.

The findings of the study have implications for both professional accounting bodies for developing the necessary standards and for policymakers for adopting policies that facilitate the implementation of social responsibility accounting to achieve sustainability.

This paper creates a new perspective on the practical implementation of social responsibility accounting, closely related to improving environmental performance and increasing social welfare through improving sustainability.

Experts believe that the strategies mentioned above will be very effective and helpful in removing the barriers of the lower level of the model. To the best of the authors’ knowledge, for the first time, this study develops a model of social responsibility accounting barriers and ranks the most critical implementation strategies.

The present study aims to explore the barriers to Lean Six Sigma (LSS) implementation in the healthcare sector and develop the ranking of finalized barriers using the Decision-Making Trial and Evaluation Laboratory (DEMATEL) approach under a fuzzy environment.

The LSS barriers are identified through the literature review and validated by the expert's opinion and statistical analysis. A total of 124 experts were identified through the purposive sampling method for conducting this study. A questionnaire survey method is used to collect the data related to identified LSS barriers in the healthcare sector. The screened barriers are ranked through the Fuzzy DEMATEL approach.

In this study, a total of 21 barriers were identified with the help of a systematic literature review and screened 13 significant barriers by the expert opinions of healthcare personnel. The result reveals that “Lack of top management commitment and support, lack of awareness about LSS”, “resistance to culture change and inadequate resources emerges as the most critical barriers”. The prioritization of barriers facilitates the managers to make effective policies and guidelines for LSS implementation in healthcare organizations.

To avoid LSS implementation failure, the practitioners and researchers need to focus on LSS barriers as per suggested ranking more conventionally and make plans and adoption policies accordingly.

This study is unique in terms of investigation and empirical analysis of LSS implementation barriers in the healthcare sector in the Indian context. The outcomes of the present study will help the managers of healthcare organizations to make the strategies and policies for LSS implementation as per the recommended LSS barriers.

This study aims to set out to identify and evaluate potential obstacles to successfully implementing lean construction (LC) as a result.

Several indicators were recognized as major obstacles following an exhaustive assessment of the literature and a multicriteria decision analysis based on the analytic hierarchy process (AHP) of information obtained from a questionnaire survey that was directed to practitioners in the Indian construction industry.

The results of this AHP model suggest that “Managerial” and “Inadequate resources” categories with a priority weight of “0.361” and “0.309” have the highest levels of influence, respectively, while “Inadequate knowledge” and “just in time (JIT)” categories with a priority weight of “0.053” and “0.034” have the lowest levels of influence, respectively.

Construction companies can use the study’s findings as a guide to determine whether they are ready to embrace LC, learn more about the components needed for implementation or investigate any challenges that may arise. These businesses can then create plans to promote the adoption and application of the lean philosophy.

The Indian construction industry may see great success with LC management initiatives. LC concepts have been adopted by many nations, but during the past 20 years, there has only appeared to be a limited amount of lean implementation in the Indian construction industry. It seems that several structural and cultural barriers are preventing its effective implementation. Organizations will not be able to determine what improvement efforts are required, where these efforts should be directed or which initiatives could provide the best outcomes if they are unaware of the elements that influence the effective implementation of LC.

The objective of this study is to investigate the barriers hindering the integration of lean manufacturing (LM) practices within the furniture industry of Bangladesh. The traditional operational paradigms in this sector have posed substantial challenges to the effective implementation of LM. In this study, the barriers of implementing LM in the furniture business are examined, aiming to provide a systematic understanding of the barriers that must be addressed for a successful transition.

The research reveals that “Fragmented Industry Structure,” “Resistance to Lean Practices” and “Inadequate Plant Layout and Maintenance”, emerged as the foremost barriers to LM implementation in the furniture industry. Additionally, “Insufficient Expert Management,” “Limited Technical Resources” and “Lack of Capital Investment” play significant roles.

The outcomes of this study provide valuable insights into the furniture industry, enabling the development of strategies for effective LM implementation. One notable challenge in lean implementation is the tendency to revert to established practices when confronted with barriers. Therefore, this transition necessitates informed guidance and leadership. In addition to addressing these internal challenges, the scope of lean implementation should be broadened.

This study represents one of the initial efforts to systematically identify and assess the barriers to LM implementation within the furniture industry of Bangladesh, contributing to the emerging body of knowledge in this area.

This study aims to investigate the dynamic influences of clustered barriers that hinder electronic procurement technology (EPT) implementation in construction procurement, using the neuro-fuzzy system.

A comprehensive literature review was conducted and 21 barriers to EPT implementation within construction projects were identified. Based on an expert survey, 121 datasets were gathered for this study. Using mean and normalization analysis for the datasets, 15 out of the 21 barriers were deemed to have critical influences in EPT barriers phenomenon. Subsequently, the critical barriers were classified into five groups: human-related; technological risk-related; government-related; industry growth-related; and financial-related. The relationships and influence patterns between the groups of barriers to EPT implementation were analyzed using the neuro-fuzzy system. Furthermore, sensitivity analysis was performed to examine the dynamic influence levels of the barriers within the hindrance level composition.

The results reveal that addressing one barrier group does not reduce the high levels of hindrances experienced in EPT implementation. However, addressing at least two barrier groups mostly tends to reduce the hindrance levels for EPT implementation. Further, this study revealed that addressing some barrier group pairings, such as technological risk-related and government-related barriers, while other barrier groups remained at a high level, still resulted in high levels of hindrances to EPT implementation in construction procurement.

This study provides insights for researchers to help them contribute to the development of theory with contemporary approaches based on the influence patterns of barrier interrelationships.

This study provides a model that would help practitioners and decision makers in construction procurement to understand and effectively determine the complex and dynamic influences of barrier groups to EPT uptake, for the development of suitable mitigation strategies.

This study provides novel insights into the complex influence patterns among grouped barriers concerning EPT adoption in the construction industry. Researchers and practitioners are equipped with knowledge on the influence patterns of barriers. This knowledge aids the development of effective strategies that mitigate the combined groups of barriers, and promote the wider implementation of EPT in the construction industry.

The purpose of the present work is identification and prioritization of barriers to Lean Six Sigma (LSS) implementation in Indian manufacturing industries in the context of Industry 4.0 (I4.0) to surmount the impediments in the path of successful implementation.

In total, 27 barriers identified through critical review of literature and expert's opinion are evaluated with Cronbach's alpha values including item-total correlations or corrected item-total correlations (CITC) using statistical tool. Finally, 20 barriers were analyzed and ranked employing Fuzzy Analytical Hierarchy Process (FAHP).

The study depicts that “Lack of leadership, advisory and monitoring,” “Lack of clarity about economic benefits” and “Lack of integration of LSS with smart tools/I4.0” are potential barriers to drive the path for proper implementation of LSS in Industry 4.0 with due consideration of its technologies in Indian manufacturing industries.

The study provides better knowledge platform for academicians and researchers about hidden aspects of LSS implementation barriers in view of advanced manufacturing technologies. This research will help the practitioners to design their business plans in implementing new quality improvement tools to get advantage in current competitive environment.

The barriers are selected based on literature and opinion from industry and academic experts. Five major criteria are decided after incorporating inputs. The ranking of the barriers is attained by well standard mathematical technique. This will enable the practitioners to design strategies to eliminate the hindrances in order to shape the right path for effective implementation of LSS approach in view of advanced manufacturing technologies.

The apparel industry of Bangladesh is rethinking lean manufacturing (LM) deployment because of the challenges imposed by the COVID-19 pandemic. Due to COVID-19, LM implementation in the apparel industry has become more difficult. Thus, the purpose of this study is to explore the barriers to implementing LM practices in the apparel industry of Bangladesh in the context of COVID-19 pandemic.

For evaluating the barriers, an integrated framework that combines the Delphi method and fuzzy total interpretive structural modeling (TISM) has been designed. The application of fuzzy TISM has resulted in a structured hierarchical relationship model of the barriers with driving and driven power.

The findings reveal that “lack of synchronization of lean planning with strategic planning”, “lack of proper understanding of lean concept” and “low priority from the top management” are the three top most important barriers of LM implementation in apparel industry.

These findings will help the apparel industry to formulate strategy for implementing the LM practices successfully. The proposed model is expected to contribute to the sustainable development goals (SDGs) such as Responsible Consumption and Production (SDG 12); Decent Work and Economic Growth (SDG 8); Industry, Innovation and Infrastructure (SDG 9) via resilient strategies.

This study is one of few initial efforts to investigate LM implementation barriers during the COVID-19 epidemic in a real-world setting.

The purpose of this study is to explore and model the strategies to overcome the barriers of Lean Six Sigma (LSS) implementation in Indian small manufacturing enterprises (SMEs).

In this research, 31 strategies of LSS implementation in SMEs have been identified through detailed literature review and out of them, 13 are finalized using statistical tools like CIMTC and Importance-Index analysis. Moreover, the consistency of finalized strategies was examined through reliability test using SPSS software version 22. The finalized strategies are modelled through interpretive structural modelling (ISM) and classified them using MICMAC based on their driving and dependency power.

The key findings of this techno-managerial study are identification and modelling of 13 strategies to overcome adoption challenges of LSS in context of Indian SMEs. The usage of ISM-MICMAC approach provides the guidance to industrialist consider the mutual interaction of strategies during planning and scheduling for LSS projects.

Due to human involvement and judgements, there may be chance of biasness and subjectivity during construction of self-interaction matrix. Also, the number of identified strategies to overcomes barriers of LSS adoption may vary by altering nature, scope and region of research.

Literature is full of studies regarding LSS barriers and its rankings. Also, few studies explored the solutions of LSS barriers and prioritized them. To the best of the authors’ knowledge, our study is very rare to witness which expose the strategies to overcome the barriers and frame the mutual interaction are per the driving and dependence power of strategies. The application of ISM-MICMAC approach suggests a roadmap for implementing LSS approach efficiently through considering developed ISM model of strategies in context of SMEs.

The purpose of this paper is to investigate why multi-tier apparel suppliers integrate social sustainability practices into their supply chains and what barriers these suppliers encounter while embedding social sustainability practices.

This study employs a qualitative research design, drawing on data from semi-structured interviews with 46 owners and managers from 33 multi-tier apparel suppliers in Bangladesh, an important outsourcing hub for the global apparel industry. To corroborate research findings, the views of owners and managers were triangulated by further interviewing 11 key representatives of institutional actors such as third-party auditors, a donor agency, industry associations, regulatory agencies and a non-governmental organisation (NGO).

The authors' findings suggest a range of divergent institutional drivers and barriers – coercive, mimetic and normative – that determine the implementation of multi-tier suppliers' social sustainability practices. The key reported drivers were buyers' requirements, external stakeholders' expectations, top management commitment and competition. Conversely, cost and resource concerns and gaps in the regulatory framework were identified as key social sustainability implementation barriers. In particular, owners and managers of second-tier and third-tier supplier firms experienced more internal barriers such as cost and resource concerns than external barriers such as gaps in values, learning and commitment (i.e. compromise for mutual benefit and non-disclosure of non-compliance) that impeded effective social sustainability implementation.

Social sustainability in supply chain management has received significant attention from academics, business practitioners, governments, NGOs and supranational organisations. However, limited attention has been paid to investigating the drivers and barriers for social sustainability implementation from a developing country's multi-tier supplier perspective. The authors' research has addressed this knowledge gap.

The evidence from the authors' study provides robust support for key assumptions of institutional theory and has useful implications for both managers and policy-makers.

The authors' study contributes to the embryonic research stream of socially sustainable multi-tier supply chain management by connecting it to the application of institutional theory in a challenging institutional context.