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1 – 10 of over 61000Hasanuzzaman, Kaustov Chakraborty and Surajit Bag
Sustainability is a major challenge for India’s (Bharat’s) coal mining industry. The government has prioritized sustainable growth in the coal mining industry. It is putting forth…
Abstract
Purpose
Sustainability is a major challenge for India’s (Bharat’s) coal mining industry. The government has prioritized sustainable growth in the coal mining industry. It is putting forth multifaceted economic, environmental and social efforts to accomplish the Sustainable Development Goals (SDGs). This research aims to identify the factors for sustainable improvements in coal mining operations. Secondly, this study examines the intensity of causal relations among the factors. Thirdly, this study examines whether causal relations exist among the factors to be considered for sustainable improvement in coal mining operations. Lastly, the study aims to understand how the factors ensure sustainable improvement in coal mining operations.
Design/methodology/approach
An integrated three-phase methodology was applied to identify the critical factors related to coal mining and explore the contextual relationships among the identified factors. Fifteen critical factors were selected based on the Delphi technique. Subsequently, the fifteen factors were analyzed to determine the contextual and causal relationships using the total interpretive structural modelling (TISM) and DEMATEL methods.
Findings
The study identified “Extraction of Coal and Overburden” as the leading factor for sustainable improvement in coal mining operations, because it directly or indirectly influences the overall mining operation, environmental impact and resource utilization. Hence, strict control measures are necessary in “Extraction of Coal and Overburden” to ensure sustainable coal mining. Conversely, “Health Impact” is the lagging factor as it has very low or no impact on the system. Therefore, it requires fewer control mechanisms. Nevertheless, control measures for the remaining factors must be decided on a priority basis.
Practical implications
The proposed structural model can serve as a framework for enhancing sustainability in India’s (Bharat’s) coal mining operations. This framework can also be applied to other developing nations with similar sustainability concerns, providing valuable guidance for sustainable operations.
Originality/value
The current study highlights the significance of logical links and dependencies between several parameters essential to coal mining sustainability. Furthermore, it leads to the development of a well-defined control sequence that identifies the causal linkages between numerous components needed to achieve real progress towards sustainability.
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Darshan Pandya, Gopal Kumar and Shalabh Singh
It is crucial for the Indian micro, small and medium enterprises (MSMEs) to implement a few of the most important Industry 4.0 (I4.0) technologies and reap maximum benefits of…
Abstract
Purpose
It is crucial for the Indian micro, small and medium enterprises (MSMEs) to implement a few of the most important Industry 4.0 (I4.0) technologies and reap maximum benefits of sustainability. This paper aims to prioritize I4.0 technologies that can help achieve the sustainable operations and sustainable industrial marketing performance of Indian manufacturing MSMEs.
Design/methodology/approach
I4.0-based sustainability model was developed. The model was analyzed using data collected from MSMEs by deploying analytic hierarchy process and utility-function-based goal programming. To have a better understanding, interviews were conducted.
Findings
Predictive analytics, machine learning and real-time computing were found to be the most important I4.0 technologies for sustainable performance. Sensitivity analysis further confirmed the robustness of the results. Business-to-business sustainable marketing is prioritized as per the sustainability need of operations of industrial MSME buyers.
Originality/value
This study uniquely integrates literature and practitioners’ insights to explore I4.0’s role in MSMEs sustainability in emerging economies. It fills a research gap by aligning sustainability goals of industrial buyers with suppliers’ marketing strategies. Additionally, it offers practical recommendations for implementing technologies in MSMEs, contributing to both academia and industry practices.
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Annachiara Longoni and Raffaella Cagliano
Sustainable operations are increasingly part of firms’ competitive strategies. Research widely investigates the relationship between sustainable operations and competitive…
Abstract
Purpose
Sustainable operations are increasingly part of firms’ competitive strategies. Research widely investigates the relationship between sustainable operations and competitive advantage, considering financial performance as a dependent variable, and shows controversial results. The purpose of this paper is to operationalize competitive advantage as internal and external intangible benefits, such as human resource (HR) and customer benefits. HR benefits concern the deployment of a workforce pursuing a firm’s goals and strategy; customer benefits concern the improvement of a firm’s relationship with its customers.
Design/methodology/approach
Empirical results are provided in an analysis of data from a survey conducted on a sample of 107 Italian firms in the food industry. A single industry and country are selected to avoid possible differences in regulations and in operations processes. Structural equation modelling is used to test hypotheses relating sustainable operations to HR and customer benefits.
Findings
The authors distinguish between green and social operations practices. Green operations practices directly impact customer benefits but not HR benefits. Social sustainable operations practices do not directly impact customer benefits but instead have a direct impact on HR benefits. Hence, through HR benefits, they have an indirect impact on customer benefits.
Practical implications
The authors provide results showing to operations managers that both green operations and social operations are crucial to obtaining customer benefits. Social operations do this by enhancing HR benefits. Green operations instead are not positively related to HR benefits.
Originality/value
This research serves as an original contribution to the sustainable operations literature in two ways. First, from a resource-based perspective, the relationship between sustainable operations, HR benefits, and customer benefits is proposed and tested. Such benefits are also shown to be interrelated based on the service profit chain model. Second, green and social operations practices are analysed separately providing a nuanced view of benefits related to sustainable operations.
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Göran Svensson and Beverly Wagner
The purpose of this paper is to describe: a process to achieve sustainable business operations; and a sustainable business model of Global Warming Potential (GWP) footprint on…
Abstract
Purpose
The purpose of this paper is to describe: a process to achieve sustainable business operations; and a sustainable business model of Global Warming Potential (GWP) footprint on Earth, GWP being the measure of how much a given amount of greenhouse gas is estimated to contribute to global warming. It is a relative scale which compares the effect of a given gas (e.g. methane or nitrous oxide) with that of the same amount of carbon dioxide.
Design/methodology/approach
A Swedish fast food chain selling hamburger meals is examined in a case study. Data were collected from available corporate internal and external documentation, by site observations as well as from non‐structured interviews with top managers and company employees.
Findings
The company's efforts to accomplish its target of “zero mission” GWP‐footprint (CO2e) on Earth consist of both an iterative and continuous process and business model. Both underpin the corporate notion and desire to reduce fossil fuel dependency and greenhouse gas emissions.
Research limitations/implications
The findings stress the importance of addressing corporate GWP‐footprints (CO2e) from a business perspective, rather than relying on political or governmental legislation and regulation. It also opens opportunities for further research.
Practical implications
The case shows the possibility of implementing successful sustainable operations and sustainable business models in national “for‐profit” organisations without governmental subsidies in a highly competitive market, dominated by powerful multinational fast food chains.
Social implications
Changing consumer behaviour and purchasing patterns, as well as governmental intervention imposed at top political levels worldwide, will most likely increase the necessity for companies to create sustainable business models linked to GWP‐footprint (CO2e).
Originality/value
The principal contribution based on the presented case study is an illustration of how one can achieve sustainable business operations and create a sustainable business model in an industry that often has been heavily criticised in the past for harming the natural environment. It also shows how to create awareness of the GWP‐footprint (CO2e) of a company's products so that in turn customers may be able to make conscious and deliberate product choices.
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Albi Thomas and M. Suresh
Using total interpretive structural modelling (TISM), this paper aims to “identify”, “analyse” and “categorise” the sustainable-resilience readiness factors for healthcare during…
Abstract
Purpose
Using total interpretive structural modelling (TISM), this paper aims to “identify”, “analyse” and “categorise” the sustainable-resilience readiness factors for healthcare during the Covid-19 pandemic.
Design/methodology/approach
To obtain the data, a closed-ended questionnaire was used in addition to a scheduled interview with each respondent. To identify how the factors interact, the TISM approach was employed and the cross-impact matrix multiplication applied to a classification method was used to rank and categorise the sustainable-resilience readiness factors.
Findings
This study identified ten sustainable-resilience readiness factors for healthcare during the Covid-19 pandemic. The study states that the major factors are environmental scanning, awareness and preparedness, team empowerment and working, transparent communication system, learning culture, ability to respond and monitor, organisational culture, resilience engineering, personal and professional resources and technology capability.
Research limitations/implications
The study focused primarily on sustainable-resilience readiness characteristics for the healthcare sector.
Practical implications
This research will aid key stakeholders and academics in better understanding the factors that contribute to sustainable-resilience in healthcare.
Originality/value
This study proposes the TISM technique for healthcare, which is a novel attempt in the subject of readiness for sustainable-resilience in this sector. The paper proposes a framework including a mixture of factors for sustainability and resilience in the healthcare sector for operations.
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Vishal Singh Patyal, P.R.S. Sarma, Sachin Modgil, Tirthankar Nag and Denis Dennehy
The study aims to map the links between Industry 4.0 (I-4.0) technologies and circular economy (CE) for sustainable operations and their role to achieving the selected number of…
Abstract
Purpose
The study aims to map the links between Industry 4.0 (I-4.0) technologies and circular economy (CE) for sustainable operations and their role to achieving the selected number of sustainable development goals (SDGs).
Design/methodology/approach
The study adopts a systematic literature review method to identify 76 primary studies that were published between January 2010 and December 2020. The authors synthesized the existing literature using Scopus database to investigate I-4.0 technologies and CE to select SDGs.
Findings
The findings of the study bridge the gap in the literature at the intersection between I-4.0 and sustainable operations in line with the regenerate, share, optimize, loop, virtualize and exchange (ReSOLVE) framework leading to CE practices. Further, the study also depicts the CE practices leading to the select SDGs (“SDG 6: Clean Water and Sanitation,” “SDG 7: Affordable and Clean Energy,” “SDG 9: Industry, Innovation and Infrastructure,” “SDG 12: Responsible Consumption and Production” and “SDG 13: Climate Action”). The study proposes a conceptual framework based on the linkages above, which can help organizations to realign their management practices, thereby achieving specific SDGs.
Originality/value
The originality of the study is substantiated by a unique I-4.0-sustainable operations-CE-SDGs (ISOCES) framework that integrates I-4.0 and CE for sustainable development. The framework is unique, as it is based on an in-depth and systematic review of the literature that maps the links between I-4.0, CE and sustainability.
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Vilmar Antonio Gonçalves Tondolo, Marina D'Agostini, Maria Emília Camargo, Rosana da Rosa Portella Tondolo, Josefer de Lima Souza and André Andrade Longaray
The purpose of this study is to analyze the relationships among four types of sustainable operations practices and sustainable performance in the environmental, economic and…
Abstract
Purpose
The purpose of this study is to analyze the relationships among four types of sustainable operations practices and sustainable performance in the environmental, economic and social dimensions and identifies significant moderators.
Design/methodology/approach
In order to achieve the proposed goal, this study was developed through a systematic review of the literature followed by a meta-analysis of the correlations and by a meta-regression. The sampling criteria were quantitative operations management articles published through 2019.
Findings
The results suggest that all 13 analyzed relationships are positive and are affected by moderators.
Research limitations/implications
In theoretical terms, this study reinforces the positive relationship between sustainable operations practices and performance and, more importantly, detects moderating effects. One of the study limitations is the composition of the sample, focusing exclusively on quantitative correlational articles published in journals.
Practical implications
In practice, the findings of this study imply that managers should be vigilant in implementing sustainable operations practices, observing the conditions in which more of these practices can be implemented into performance.
Originality/value
This study differs from others because it includes the social dimension of sustainable performance and the identification of moderators.
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Ruchini Senarath Jayasinghe, Raufdeen Rameezdeen and Nicholas Chileshe
The purpose of this paper is to explore the synergies between post-end-of-life of building (PEoLB) concepts and operations to achieve sustainability.
Abstract
Purpose
The purpose of this paper is to explore the synergies between post-end-of-life of building (PEoLB) concepts and operations to achieve sustainability.
Design/methodology/approach
A systematic literature review (SLR) was conducted using 65 articles published between 2006 and 2017, and it has been subjected to descriptive and thematic analysis.
Findings
The descriptive analysis revealed that the majority of the articles were about (60 per cent) PEoLB operations, followed by (23 per cent) PEoLB concepts. Only 17 per cent of the articles have dealt with PEoLB-related strategic approaches. The thematic analysis elaborated on the literature development; interrelationships between PEoLB concepts and operations; impediments of introducing sustainability on these operations, remedial measures and information-based strategic approaches to achieve sustainability. Based on the findings, a conceptual framework for sustainable PEoLB operations is proposed. Furthermore, four areas of potential future research are discussed.
Research limitations/implications
This study presents a future research agenda including best practices to plan PEoLB operations and the development of optimisation models, risk management and information-based strategic approaches.
Practical implications
The proposed conceptual research framework triggers and nurtures potential pathways to introduce sustainable PEoLB operations under sound information flow. This could create a basis for future empirical studies in filling the identified gaps in literature. The framework could also assist practitioners in mitigating risks associated with transportation, storing and contamination of salvaged materials through enhanced information flow. In addition, the framework provides some managerial guidance to organisations seeking ways of establishing sustainability during reverse logistics (RL) operations.
Originality/value
This paper presents an SLR of an emerging area of research that encapsulates closed-loop supply chain through sustainable RL operations. The study highlights the interrelationships between PEoLB concepts and operations. It develops a robust approach to effectively manage the PEoLB operations underpinned by a sound information flow to facilitate sustainability.
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The adoption of lean operational practices and independently the uptake of business practices related to sustainability and corporate social responsibility continues to grow. Past…
Abstract
Purpose
The adoption of lean operational practices and independently the uptake of business practices related to sustainability and corporate social responsibility continues to grow. Past research has hinted at relationships between these two areas – suggesting that “lean is green” (e.g. Florida, 1996). The lean mantra of waste reduction and “doing more with less” is immediately apparent as delivering environmental benefits and has formed the basis of past research (e.g. Hughes, 2012). Almost all research linking lean operations or lean supply chains to sustainability issues have focused exclusively on environmental impact. The purpose of this paper is to explore the broader sustainability benefits of lean operations.
Design/methodology/approach
The paper uses a longitudinal multi-year (up to four years observation), multi-case analysis (n=5).
Findings
The paper reports that lean operations meet a wide range of sustainability outcomes beyond environmental benefits (including supply monitoring, transparency, workforce treatment, and community engagement). The paper specifies the internal and external policies, procedures, tools, and strategies for implementation of lean and sustainable operations management (OM). This is encapsulated in the development of a stage-based theoretical model of lean-sustainability. Further, it is proposed that lean implementation and sustainability performance are in fact interlinked.
Originality/value
Past research on the role of lean operations in improving sustainably has focused almost exclusively on environmental benefits accruing from toolkit/workplace level waste reduction. This paper demonstrates that lean provides more than a toolkit (a philosophy and strategic direction) and that this meets a wide range of sustainable outcomes. This finding makes major contributions to conceptualising how lean operations influence sustainability outcomes. The paper develops the first integrative stage-based model of lean and sustainable OM.
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Joseph Sarkis, Chunguang Bai, Ana Beatriz Lopes de Sousa Jabbour, Charbel José Chiappetta Jabbour and Vinicius Amorim Sobreiro
The purpose of this paper is to propose a framework integrating the Hart and Milstein (2003) strategies for organizational sustainable development (SD) with the ideas of…
Abstract
Purpose
The purpose of this paper is to propose a framework integrating the Hart and Milstein (2003) strategies for organizational sustainable development (SD) with the ideas of Kleindorfer et al. (2005) on sustainable operations management (SOM), which requires guidance of green supply chain management (GSCM).
Design/methodology/approach
The construction of the framework was based on previous studies that discussed synergies between operations management principles with environmental bias and studies on adoption of GSCM practices.
Findings
The proposed framework guides managers to reconcile operations management practices/principles that are already being implemented in organizations with an environmental perspective because these practices sustain organizations to simultaneously reach SOM and SD.
Originality/value
The paper presents a framework that provides guidance on how organizations can seek sustainability in their operations, considering that articles on the topic of sustainability have not been developed with this specific focus.
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