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The purpose of this paper is to introduce a methodology to identify sustainable supply chain key performance indicators (KPI) that can then be used for sustainability performance evaluation for suppliers.

Initially the complexity of sustainable supply chain performance measurement is discussed. Then, a two-stage method utilizing neighborhood rough set theory to identify KPI and data envelopment analysis (DEA) to benchmark and evaluate relative performance using the KPI is completed. Additional analysis is performed to determine the sensitivity of the KPI set formation and performance results.

The results show that KPI can be determined using neighborhood rough set, and DEA performance results provide insight into relative performance of suppliers. The supply chain sustainability performance results from both the neighborhood rough set and DEA can be quite sensitive parameters selected and sustainability KPI sets that were determined.

The data utilized in this study are illustrative and simulated. Only one model for the neighborhood rough set and DEA was utilized. Additional investigations using a variation of rough set and DEA models can be completed.

This tool set is valuable for managers to help identify sustainable supply chain KPI (from among hundreds of potential measures) and evaluate sustainability performance of various units within supply chains, including supply chain partners, departments, projects and programs.

Sustainability incorporates many business, economic and social implications. The methods introduced in this paper can help organizations and their supply chains become more strategically and operationally sustainable.

Few tools and techniques exist in the sustainable supply chain literature to help develop KPIs and evaluate sustainability performance of suppliers and the supply chain. This paper is one of the first that integrates neighborhood rough set and DEA to address this important sustainable supply chain performance measurement issue.

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.

This study aims to contribute to the current Green human resource management (HRM) field by providing an empirical examination of a comprehensive model that tests the effect of green strategic intent on Green HRM implementation, the possible effect of Green HRM and green empowerment on circular economy, and the effect of circular economy on sustainable performance. It examines the mediating effect of circular economy on the link between Green HRM and sustainable performance.

The study is empirical in nature. It focuses on the service sector in Qatar. Managers that work in the service sector represent the study participants. 149 questionnaires were collected and 131 completed questionnaires were used in the analysis. An advanced Partial Least Squares Structural Equation Modeling (SEM-PLS) analysis was conducted to reveal the study results.

The study findings confirmed the positive effect of green strategic intent on Green HRM, the positive link between Green HRM and green empowerment on circular economy, and the positive relationship between circular economy and sustainable performance. It also confirms the indirect effect of circular economy on the link between green HRM and sustainable performance.

Because of the chosen research approach and the focus on the service sector in Qatar only, research results may lack generalizability.

This study provides important implications for practice on how to improve Green HRM practices; particularly for its unique context, the Qatari service sector.

This study is considered original since it is one of the few to examine a conceptual framework that links Green HRM, circular economy and sustainable performance.

The purpose of this paper is to introduce a methodology to help evaluate, select, and monitor sustainable supply chain performance measurement that can be integrated into a performance management system (PMS).

Grey‐based neighborhood rough set theory is used to help arrive at a core set of important business and environmental performance measures for sustainable supply chains. The supply chain operations reference (SCOR) model is used to develop both business and environmental measures for supply chain sourcing.

A case illustration shows the applicability of the methodology. A sensitivity analysis shows that variations in outcome considerations may greatly influence the set of key performance measures for a sustainable supply chain PMS.

The methodology and presentation is conceptual, yet the tool can provide very useful interpretations for both researchers and practitioners.

The tool can be valuable for companies that are trying to identify key environmental and business performance measures for their supply chains. It helps save resources by not requiring the management of a burdensome and complex set of performance measures.

This is one of the few approaches that helps to clearly identify and narrow the set of performance measures for sustainable supply chains. It attempts to do so with minimal information loss. It is also the first time that grey techniques have been integrated with neighborhood rough set methodology.

The purpose of this paper is to demonstrate how a systems approach can be used to facilitate the development of an organizational performance measurement system.

Based on a review of the literature, the paper introduces the implications for applying a systems approach to organizational performance measurement. To demonstrate the transition from theory to practice, a case study is provided to show how a sustainable development performance measurement system was developed at a Canadian electric utility. The case study involved extensive consultation with over 25 experts.

The paper finds that a systems approach is useful in developing the process and that a set of formal systems criteria is useful in developing the structure and content of a performance measurement system. These concepts are highlighted throughout the case study example.

The case study section was based on findings from a single organization. Further work is required to validate the findings within other organizations.

The paper shows how a robust sustainable development performance measurement system may be developed at an electric utility. The overarching emphasis on integration of the system with the case utility's mainstream initiatives demonstrates that a performance measurement system must build on what the organization already has in place. The systems‐based approach and formal systems criteria used in the paper may be transferable to other organizations.

The paper shows that a systems approach provides both the structure and flexibility needed to guide the design, implementation, and evolution of a sustainable development performance measurement system within existing organizational infrastructure.

One of the hurdles to the adoption of sustainable practices across supply chains is the lack of pan-chain performance measurements and their related information and organizational structures. The authors review the literature on performance measurement of sustainable supply chains with a focus on comprehensive measures that include multiple supply chain partners as well as different sustainability aspects. The purpose of this paper is to analyze the reviewed literature and propose some research questions.

The authors reviewed 140 journal articles, cases and reports that appeared since 1994.

The authors classify the reviewed literature according to seven sustainability dimensions (economical, environmental, social, reputable, valuable, equitable and sustainable) as well as the type of industry and methodology used. In addition the authors synthesize the available performance measurements into a comprehensive framework that incorporates different stages of the supply chain operations and decision-making processes.

The results of this study can be used by researchers to focus on research that may have more implications on supply chains. Practitioners can use the authors proposed performance measurement framework for developing practical and comprehensive measures for their respective industries.

The work is original in the way the authors integrate sustainability (seven dimensions) across the supply chain taking into account the type of operational decisions. The framework can be used by researchers and practitioners to develop practical sustainability performance measurement systems for supply chains.

This study explains the importance of performance measures and identifies the specific performance measures of sustainable lean manufacturing (SLM) for automobile industries. Awareness towards sustainability and continuous improvement approaches demand monitoring of the sustainable lean impact on organization/industry, and hence, identifying the specific performance metrics is of peak importance.

In this study, specific metrics for social, economic and environmental performance are identified from a systematic literature review of 82 significantly related journal articles. The importance of the identified metrics is assessed with the help of questionnaire responses from a group of industrial experts.

Performance indicators are statistically analyzed category wise and assessed. The key metrics are summarized based on the survey data followed by a discussion with industrial experts. From this study, performance measures have been identified and validated through hypothesis testing for Indian automobile industries. Certification of IATF16949 implementation found an important vertical for SLM implementation. In this study, SLM implementation initiatives are discussed, and reward scheme for outstanding performers are identified as important initiatives are followed by small improvement culture.

The proposed discussion of this study is useful for industrialist and researchers, as SLM performance measures are well explained for Indian automobile industries. In this study, future research direction is also explained related to other industries. These summarized performance measures will help to maintain SLM in industries.

This paper presents the original literature review based on the study of SLM, as no extensive study is available where SLM performance measure explained for automobile industries. Key initiatives and vertical of SLM are well explained for Indian automobile industries. This study proposed a complete framework for SLM implementation considering competitive manufacturing targets.

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.