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Recent public policy trends and new consumer demands are redirecting the attention of management outside the traditional focus of customers, suppliers and internal operations. However, little research has focused on the perspective that operations management and the growing body of literature on total quality management can offer much on the environmental management of operations. Investigates the potential link between the concept, approach, methodology and benefits of total quality management (TQM) and environmental excellence in operations management. Proposes a hierarchical model for the development of environmental excellence. Environmental management has become strategic and the integration of the design, production, delivery, circulation, use and disposal of products is necessary to achieve improved environmental performance. Second, by including environmental factors in the integrated training of the workforce and the reward structure of the firm, long‐term continuous improvement is possible. Like quality goals, environmental improvement goals must become part of the annual business plan, with performance reviews to track progress and to encourage environmental excellence.

This paper considers the links between quality management systems and environmental management systems. In particular, how firms use their experience with the former to develop the latter. Case studies of seven plastic manufacturers in New Zealand found a high degree of applicability of TQM experiences. Areas most likely to be transferred were people practices, involvement of customers and suppliers, adopting a preventative approach or culture, and strict waste management control. At the current stage of development of environmental management systems in New Zealand, there is still much action just to ensure regulatory compliance. The paper also reviews briefly some of the environmental drivers impacting on operations management and the parallels between the development of quality management and environmental management systems.

Discusses quality and environmental management systems integration. Concepts of a system and a “system of systems” are addressed, followed by a description of different management systems, and their interrelations and integration. Subsequently, strategies for integration of the quality system based on the ISO 9001 standard and the ISO 14001 environmental management system are presented. The harmonization of related audit sub‐systems, namely ISO 10011 and ISO 14010/11/12 is also addressed. Finally, a discussion on the development of a generic performance management system is provided.

The purpose of this paper is to examine the association between corporate environmental disclosure quality (EDQ) and earnings quality (EQ).

The paper uses earnings persistence and accruals quality as a measures of EQ. The paper also uses panel data regression to examine the association between EDQ and EQ for a sample of 107 Iran non-financial firms. Two different theoretical frameworks are used to clarify whether and to what extent an association may exist as an explicit relationship between EDQ and EQ.

After controlling for several firm-specific characteristics, the results show that between 2011 and 2016, there has been a significant positive relationship between EDQ and EQ.

This study sheds light on the relevance of regulating corporate reporting within a setting where companies are already voluntarily reporting on environmental information. Findings have implications for policymakers who have mandated or considering mandating environmental reporting. To the policymakers, in particular, this study highlights the need for incorporating, within the listing rules, minimum requirements in relation to the nature and content of environmental reports.

The findings have implications for stakeholders in terms of effective information quality. The findings are important as more environmentally responsible firms may provide higher quality, more reliable and more transparent information to meet the ethical expectations of stakeholders.

This is the first study in Iran that considered the impact of EDQ on EQ. This study contributes to the literature on the relationship between EDQ and EQ by showing that the EDQ in Iran is associated with the EQ.

Trends in modern management point toward composite and comprehensive management systems that provide for competitive performance in the global economy. Management system audits are widely used to ensure compliance with planned arrangements and improvement of business performance. This paper addresses the harmonization and integration of audits of different management systems. The current international auditing standards for quality (ISO 10011) and environmental (ISO 14010/11/12) management are reviewed. A detailed comparison of the form, structure and content of these standards is provided. Subsequently, criteria for “best auditing practice” are illustrated. The possibilities of harmonizing audit standards, and integrating them with the current best audit practice are assessed. Integration on the basis of the systems approach is suggested. Finally, it is concluded that integrated audits and audit standards will emerge in the very near future.

Considers the series of environmental standards known as ISO 14000. Presents an overview of the organization‐processes group of these standards, and a comparison with the existing quality standards ‐ ISO 9000 and the Malcolm Baldrige National Quality Award. ISO 14000 is concerned with establishing guidelines and principles for the management of environmental matters by organizations, through the establishment and operation of an environmental management system (EMS). Finds there is synergy between a quality management system (QMS) and an EMS; that like a QMS, an EMS must be an integral part of an organization’s overall management system; and that like a QMS, the design of an EMS is an ongoing process of continuous improvement. Concludes with several proposed research questions.

Firms are adopting strategies to advance product quality and environmental sustainability to achieve improved profitability and shareholders’ wealth. The study investigates strategies that create a superior quality performance to competitors and improve both environmental and business performances. This paper explores the direct and indirect influence of lean management and environmental practices on relative competitive quality advantage, environmental performance and business performance.

The study uses a quantitative method where data is gathered from 259 manufacturing firms in Ghana. The data is gathered through customized questionnaires. The partial least squares structural equation modeling (SmartPLS 3.2.8) is used to analyze the data. Firm size, industry type and importance of environmental issues are used as control variables in this study.

The findings of the study indicate that both lean management and environmental practices create relative competitive quality advantage and improve environmental performance and business performance. Environmental performance and relative competitive quality advantage mediate the influence of lean management and environmental practices on business performance. The results further indicate that lean management creates a higher relative competitive quality advantage than environmental practices, while environmental practices have more potency to enhance environmental performance than lean management.

The study develops and proposes a comprehensive theoretical framework that examines the potency of environmental practices and lean management in creating a relative competitive quality advantage and improving environmental performance and business performance from a Ghanaian perspective, which is an emerging economy in Africa. Lean management and environmental practices may jointly help firms create relative competitive advantage and improve environmental performance to enhance business performance.

The paper aims to study the relationship between corporate social responsibility, green supply chain management, and operational performance and the moderating effects of relational capital on these relationships.

The authors conduct an empirical study with a structural equation modeling approach to investigate the relationship between corporate social responsibility—constructed by the quality and environmental responsibility, green supply chain management—including green supplier and customer management and operational performance—manifested by quality, cost, flexibility, and delivery performance using data from 308 manufacturers in China. Besides, the authors explore the moderating effect of supplier and customer relational capital on these relationships.

The findings indicate that a company's quality and environmental responsibility significantly impacts its green supply chain management practices, which further improve its operational performance in quality, cost, flexibility, and delivery. In addition, supplier and customer relational capital strengthens the influence of environmental responsibility on green supply chain management. While supplier relational capital reinforces the impact of green supplier management on flexibility and delivery performance, customer relational capital only strengthens the influence of green customer management on flexibility performance.

The study enriches the extant literature by developing a holistic framework integrating corporate social responsibility, green supply chain management, relational capital, and operational performance and unraveling their intricate relationships. The authors’ findings help practitioners prioritize proactive steps in environmental conservation more than achieving operational performance.

Organizations have released the importance of lean manufacturing practices (LMPs) and total quality management (TQM) in enhancing competitiveness. However, the implementation of LMPs and TQM becomes more complex when discerning the environmental sustainability position. The complexity stems from the fact that LMPs and TQM are more intricate because of cultural differences. Thus, this study aims to tackle the aforementioned phenomenon by investigating the impact of LMPs and TQM on environmental sustainability moderated by quality culture.

A survey was distributed among small and medium enterprises (SMEs) in Jordan; thus, 315 valid responses were received. Partial least square structural equation modelling was used to analyze the data and test hypotheses.

The findings showed that environmental sustainability was significantly impacted by all the LMP practices except Kanban and all the TQM practices except statistical process control. Moreover, quality culture significantly and negatively moderated the relationship between TQM and environmental sustainability. However, the influence of LMPs on environmental sustainability was not significantly moderated by quality culture.

This study has implications for policymakers in SMEs, supply chain managers and academics regarding the importance of LMPs and TQM systems for implementing environmental sustainability and the role of quality culture.

This study provides guidelines for decision-makers on the pathways that enable them to sustain the environment to safeguard the natural ecosystem and natural resources for upcoming generations.

The originality of this study stems from the alignment of LMPs and TQM in enhancing environmental sustainability, taking into consideration the role of quality culture in SMEs, where previous studies failed short to investigate this phenomenon.

Today’s business world changes due to public demands, technology and global competition. Customers are considering environmental values into their supplier(s) selection and are increasingly buying products with identifiable environmental attributes. Therefore, to have a competitive leverage, companies should implement both ISO 9000 and ISO 14000 concurrently. In addition to the comparative analysis of both ISO 9000 and ISO 14000, zero defects (ZD) and clean (green) production concepts are clarified in this paper. The analogy of the fundamental thoughts behind them are highlighted. A practical strategy for implementing quality and environmental management scheme that copes with 21st century considerations is explored, emphasizing on three main elements i.e. methodology, competitiveness, and change effect.