Search results

The purpose of this study is to discuss the construction of a structural measurement model utilizing structural equation modelling (SEM) to confirm the link between Industry 4.0 technologies, sustainable manufacturing practices and organizational sustainable performance. Relationship among the paradigm has yet to be fully investigated, necessitating a more conceptual and empirical examination on what impact they have on organizational sustainable performance when used together.

Industry 4.0 and sustainable production practices aim to progress a company's business competitiveness, forming sustainable development that benefits manufacturing companies. The aim of the study is to analyze the relationship between constructs that lead to operational excellence in firms that use Industry 4.0 technologies and sustainable manufacturing techniques. Experts from diverse automotive industries, who are applying both Industry 4.0 and sustainable manufacturing practices, provided data for the study.

Statistical estimations (hypotheses) are created to substantiate the measurement model that has been developed. The structural model was analysed, and the findings were discussed. The statistical estimate is either approved or rejected based on the findings. According to the conclusions of this study, strong link exists between Industry 4.0 technologies and sustainable manufacturing practices that affect organizational sustainable performance environmentally, economically and socially.

The research was conducted in the framework of automobile component manufacturing companies in India. The outcomes of the study are practically feasible.

The authors' novel contribution is the construction of a structural model with Industry 4.0 technologies and sustainable manufacturing practices into account.

The purpose of this study determines how environmental management control system (MCS) packages influence ecological sustainability and sustainable performance through the mediating role of environmental strategies. Furthermore, this applies organizational capabilities as moderating variables between environmental strategies, ecological sustainability and sustainable performance in a sample of 373 construction firms.

The authors apply quantitative questionnaire data from construction firm representatives (from project, sales and construction managers and contract managers, executive directors and engineers) to structural equation modeling and SmartPLS for our analysis.

The results demonstrate that recourse to environmental MCS packages significantly influence ecological sustainability, sustainable performance and environmental strategies. Additionally, environmental strategies and organizational capabilities significantly influence ecological sustainability and sustainable performance. Moreover, environmental strategies mediate between environmental MCS packages, ecological sustainability and sustainable performance. Organizational capabilities significantly moderate the relationship between ecological sustainability and sustainable performance.

This research highlights the issue of how the management of construction organizations deploy environmental MCS packages, organizational capabilities and business strategies to measure ecological sustainability and improve their sustainable performance. This study fills a gap in the literature and facilitates the management of construction organizations in strengthening their internal resources in terms of environmental MCS packages, environmental strategies and organizational capabilities able to help improve their ecological sustainability and sustainable performance.

There are few studies building theoretical frameworks for incorporating environmental MCS packages, organizational capabilities, environmental strategies, ecological sustainability and sustainable performance into a single study. Although the influence of various types of intangible resources on ecological sustainability and sustainable performance receive considerable examination in the literature, there is a dearth of attention paid to understanding the role of environmental MCS packages, environmental strategies and organizational capabilities in determining the ecological sustainability and sustainable performance of construction organizations.

The purpose of this paper is to identify factors affecting sustainable organizational performance, to build a framework for the United Arab Emirates (UAE) public health-care sector to facilitate sustainable organizational performance and to prioritize the factors for sustainable organizational performance.

The method used in this research is the quantitative method called the analytical hierarchal process (AHP) to help the decision makers in the public health-care sector to prioritize the factors that are affecting sustainable organizational performance. The method will also help to deal with the complexity of the sustainable organizational performance issue by interviewing nine experts in the field.

The findings of this research showed 21 sub-factors for sustainable organizational performance in the public health-care sector in UAE. It emphasizes that patient safety and quality of care are the most important factors for sustainable organizational performance.

This study can be repeated by targeting other private hospitals in UAE. The novelty of this research means that it is the first study done in sustainable organizational performance in the health-care sector in UAE.

Health-care management can benefit from this research in many ways: Medical errors have a high impact on the hospital’s reputation and these determine the customer demand. Thus, the hospital’s management should give more attention to minimize the medical errors in order to have a sustainable organizational performance. This can be accomplished through clear protocols and procedures that may affect patients’ lives, the hospital’s reputation and organizational performance. Nevertheless, the policymakers should focus on society engagement; focus on social sustainability should be an integral part of their operational and business strategy. According to Abu Dhabi Health Authority (HAAD), the UAE has a highest rate of chronic diseases, such as diabetes, obesity and cardiovascular disease. Cardiovascular disease itself accounted for 36.7% of all 2013 deaths. The health-care sector should focus more on educating the community by conducting workshops, seminars and awareness campaigns across the UAE. In addition, decision makers in the health-care sector should spend more on continued improvement by focusing on lean activities that focus on waste minimization and linking the service quality to the hospital outcomes and patient satisfaction. The fourth highest overall priority weight for both transformational leadership and for the waiting time sub-criteria should also be considered by top management to focus more on hiring, retaining, and developing their transformational leaders, and to keep an eye on the waiting time and improving customer service. This will result in the sustainable organizational performance. Interestingly, all of the HR processes showed the lowest overall weights at 1%, which is a bit strange. HR should play more of a role in sustainable organizational performance, equal to the other sub-factors.

Originality of this research stems from a reliable and valid framework that can be subsequently used for measuring the organizational performance of health care organizations.

This paper investigates the interactional relationships between sustainable human resource management (SHRM) and organizational performance (OP). Sustainable HRM is an approach that links HRM and sustainability. These studies focused on integrating HR with sustainable developments, such as economic and social aspects, in favour of focusing on the environmental aspect. Organizational change is an ongoing process that has to be managed effectively to keep the change in place for a long time.

A framework was offered to estimate the cause-and-effect relation of the SHRM and OP factors. Data is gathered from professionals from various pharmaceutical industries. This study applied two methods, Fuzzy AHP and DEMATEL Type II. These techniques are used to understand the cause-and-effect factors and their interactions.

It was observed from the findings that the factor of SHRM, such as Social Justice (F2), Green Job Design (F5), Green Training (F6) and Implementation of Green Policy (F8), was the most critical for the pharmaceutical sector that effects Financial performance (F13), Customer Satisfaction (F15) and Market performance (F14). Pharmaceutical firms ought to coordinate public health advocacy efforts, engage in healthcare initiatives and provide financial support for environmentally friendly efforts that improve social and economic conditions.

For this sustainability, managers concentrate on creating an environment that is healthy and acceptable, and they work hard to mitigate the impact of natural factors and repair damage done to the environment; it is essential to move towards sustainable development to resolve environmental problems. Improving HR efficiency is among essential HRM responsibilities, as they expand the knowledge base of the workforce, enhance human capital, and eventually create valuable intangible assets and promote and encourage sustainable pharmaceutical products for some years.

This research paper has presented exclusive worth to the SHRM and organizational performance literature as it employs fuzzy FAHP and DEMATEL type 2. There is less research on SHRM in the pharmaceutical sector with these factors. In addition, FAHP and TYPE 2 DEMATEL are used in very few researches on SHRM approaches.

The key objectives of this study were to investigate the interactions among the lean, green management practices and organizational sustainable performance measures and explore the possibility of simultaneous implementation of these concepts for improving the organizational sustainable performance.

Using the interpretive structural modeling (ISM) technique, the interactions among the lean, green practices and organizational sustainable performance measures were established. A focus group which consisted of purposively selected 15 experts was utilized in the primary data collection.

In Sri Lankan context, water and material consumption reduction, energy efficiency, water pollution and greenhouse gas reduction were identified as the dominant green practices, while pull production, lot size reduction, continuous improvement, preventive maintenance, employee involvement and cycle time reduction were the dominant lean practices. Inventory level, profitability, quality, cost, employee satisfaction, customer satisfaction, lead time, resources consumption (material, water, energy) and waste generation were determined as the dominant sustainable performance measures. The resulting ISM-based structural model which consisted of eight levels concluded that firstly lean practices influence the green practices and afterward green practices affect the sustainable performance measures.

The aim of this study was to develop a hypothetical structural model to explain the interactions among the lean, green management practices and organizational sustainable performance measures. But this hypothetical model was not empirically tested in the current study. So further study is required to empirically test the proposed model.

Currently organizations who practice for sustainable performance engages, lean and green practices separately without understanding on which practices are stared when and how. So, through the findings of this study, organization who desire to improve the sustainable performance are recommended to begin the journey with lean practices and subsequently move in to green and handle both lean and green initiatives through one functional unit.

The existing literature does not possess a model for explaining the lean–green synergy and organizational sustainable performance and this study successfully fills this gap. Also the study proposes for the practitioners, when and how the lean and green practices should be initiated and implemented for rising the sustainable performance of an organization.

A paradigm shift of industry revolution 4.0 is made possible by technological advances that constitute a reversal of conventional lean production (LP) processes. In addition, there is increasing pressure on the manufacturing industry to manage operations responsibly towards the environmental and social impact, on top of the economic. These have motivated the manufacturing industry to identify approaches to implementing LP to achieve sustainable organizational performance. Hence, this study aims to examine the moderating role of industry 4.0 technologies adoption in the relationship between LP and sustainable organizational performance.

This study proposed a research framework on the relationship between LP and sustainable organizational performance supported by LP theory and triple bottom line theory, with industry 4.0 technologies adoption as a moderator. A quantitative survey method was used in this study for data collection. The respondents in this study were middle or top management in manufacturing companies, including directors, managers, supervisors and coordinators. To investigate the demographic variables of respondents, descriptive statistics were generated by using IBM Statistical Packages for the Social Sciences. For measurement and structural model evaluations, partial least square structural equation modelling was used.

Based on the proposed research framework in this study, supplier feedback, just-in-time delivery, supplier development, customer involvement, pull system, continuous flow, set-up time reduction (STR), statistical process control, total productive maintenance (TPM) and employee involvement are the dimensions for LP. This study revealed that industry 4.0 technologies adoption positively moderated the relationships of five LP dimensions towards a sustainable organizational performance, namely, supplier feedback, supplier development, continuous flow, STR and TPM.

This study provided insights that would enable practitioners to better strategize the co-existence of LP and industry 4.0 technologies adoption in mutually supporting sustainable organizational performance (environmental, social and economic).

Enhancing green innovation for corporate sustainability is one of the recent issues globally. Knowledge management has been determined as a core factor that hamstrings green innovation. The existing literature was limited to expose the importance of the knowledge management process for corporate sustainable performance. Thus, this paper aims to examine the role of the knowledge management process for corporate sustainable performance with the integration of green innovation and organizational agility following the resource-based view theory.

Cross-sectional design was used in this study. Data were gathered through convenience sampling from 475 respondents of multinational manufacturing corporations of Pakistan, analyzed by using structural equation modeling.

This study revealed that the knowledge management process and its all constructs (acquisition, dissemination and application) lead toward green innovation; further, green innovation influences corporate sustainable performance and its all constructs (environment, economic and social). Green innovation partially mediates the association between the knowledge management process and corporate sustainable performance. Besides, organizational agility has a positive effect on green innovation and corporate sustainable performance but was not found moderating these relations. The study educates that organizations investing in innovative technologies and adopting greener strategies are not only adequate for achieving sustainable performance, soft issues such as knowledge management and organizational agility but also important factors in the current knowledge base economy.

This study is an attempt to examine the previously undiscovered multi-dimensional relationships among the knowledge management process, green innovation, organizational agility and corporate sustainable performance. The presence of a positive correlation among these constructs was observed, proving the conceptual framework for this study.

This study aims to analyze the influence of sustainable value creation (composed of social, economic and environmental dimensions) on organizational performance in Colombian industrial manufacturing companies.

This study had a sample of 1,572 companies belonging to the Colombian manufacturing industrial sector. These companies were consulted by the survey of technological development and innovation in the manufacturing industry EDIT IX. For this study’s purpose, a model was developed from a variance-based structural equation modeling or partial least squares.

The results indicated that the associated mechanisms of the social, economic and environmental dimensions contribute in a significant, positive and large way to the creation of sustainable value for the companies studied. The findings show the importance of the social, economic and environmental dimensions in the creation of sustainable value and in turn, their influence on organizational performance.

The findings obtained provide industrial companies and society with resources to understand that economic development can respond to business logic different from those imposed by current neoliberal models.

This study provides an understanding of the value capture mechanisms of small- and medium-sized companies considering the environmental needs of the territory and the community where the business activities take place while generating economic profitability for the other stakeholders.

The purpose of this paper is to examine the concept of perishable food supply chain quality (PFSCQ) and to suggest a structural model that counts the influence of PFSCQ practices on organizational sustainable performance.

On the basis of comprehensive literature review, PFSCQ highly significant practices were examined and designated. These practices were classified into four dimensions: upstream quality (supplier quality), downstream quality (customer focus), internal quality (process and logistics quality) and support practices (top management leadership and commitment to quality, quality of human resource, quality of information and supply chain integration). The measurement instrument of organizational sustainable performance was also build on, containing three aspects: economic, environmental and social performance.

An inventive conceptual model that specifies a comprehensive image cover up core dimensions of PFSCQ and various aspects of organizational sustainable performance was suggested. This conceptual model can be used as “a directive” for theory developing and measurement instrument development of PFSCQ practices and organizational sustainable performance. More prominently, on the road to achieving additional insight, an extensive structural model that makes out direct and indirect relationships between PFSCQ practices and organizational sustainable performance was also developed. Practitioners can apply this model as “a path plan” for implementing PFSCQ practices to improve organizational sustainable performance.

The integration of quality and supply chain even now remains inadequate in the literature. Consequently, it is required to have a more focused approach in assessing quality issues inside the upstream, internal and downstream of the supply chain. This study concentrates on the practices which make better quality aspects of the supply chain, known as PFSCQ practices. Suggested research models in this paper contribute to conceptual frameworks for theory building in PFSCQ and sustainable organizational performance. It is also expected that this research can suggest a useful direction for determining and implementing PFSCQ practices as well as make possible further studies in this arena.

Despite the growing awareness of supply chains on industry 4.0 (I4.0) capabilities as the enabler of sustainable performance, little is known about what accelerates this interaction. Prior studies have focused on the ambidexterity dilemma and the need to adopt sustainable inter-organizational governance to drive I4.0 capabilities while achieving sustainable performance. To address these issues, this paper aims to explore the distinct and combined effects of several approaches such as digital business transformation (DBT), organizational ambidexterity (OA) and circular business models (CBMs) on the relationship between I4.0 capabilities and sustainable performance.

Drawing upon a hybrid methodology including structural equation modeling and fuzzy set qualitative comparative analysis, this paper develops and tests a hypothetical model using data collected from 306 organizations in Europe, Asia and Africa.

The study findings lead to several important implications concerning the potential paths linking I4.0 and sustainable performance. Notably, the DBT was found to mediate this relationship by integrating circular principles to devise business models. Moreover, OA was found to substitute the CBMs in developing new sustainable business models and reconcile sustainability.

The study is among the first to analyze the combined effects of OA, DBT and CBMs on the relationship between I4.0 capabilities and sustainable performance at the supply chain level. Moreover, the findings propose several solutions to resolve the sustainability dilemma through I4.0 capabilities, DBT, OA and CBMs.