Structural model of lean and cleaner production on manufacturing sustainability performance: Malaysian manufacturers' perspectives

2021 ◽  
Vol 14 (1) ◽  
pp. 1
Author(s):  
Muhamad Zaki Yusup ◽  
Norfaizem Ibrahim ◽  
Mohd Rizal Salleh ◽  
Wan Hasrulnizzam Wan Mahmood
Keyword(s):  
Structural Model ◽  
Cleaner Production ◽  
Sustainability Performance

Structural model of lean and cleaner production on manufacturing sustainability performance: Malaysian manufacturers' perspectives

2021 ◽  
Vol 14 (1) ◽  
pp. 1
Author(s):  
Muhamad Zaki Yusup ◽  
Wan Hasrulnizzam Wan Mahmood ◽  
Mohd Rizal Salleh ◽  
Norfaizem Ibrahim
Keyword(s):  
Structural Model ◽  
Cleaner Production ◽  
Sustainability Performance

Agility and lean practices as antecedents of supply chain social sustainability

2020 ◽  
Vol 40 (10) ◽  
pp. 1589-1611 ◽  
Author(s):  
Vishnu Nath ◽  
Rajat Agrawal
Keyword(s):  
Supply Chain ◽  
Management Practices ◽  
Structural Model ◽  
Social Sustainability ◽  
Operational Performance ◽  
Validity And Reliability ◽  
Content Type ◽  
Sustainability Performance ◽  
Lean Practices ◽  
Sustainability Practices

PurposeThe present study aims to empirically investigate whether supply chain agility and lean management practices are antecedents of supply chain social sustainability.Design/methodology/approachData were collected from 311 supply chain practitioners from the Indian manufacturing sector. Confirmatory factor analysis was employed to test the validity and reliability of the measures used, and a structural model was analyzed to test the hypotheses of the current study.FindingsThe results indicate that agility and lean practices are significant antecedents of social sustainability orientation as well as social sustainability performance. The results also suggest that agility has a significant indirect effect on operational performance via social sustainability orientation, basic social sustainability practices as well as agility is indirectly affecting social sustainability performance via social sustainability orientation and basic social sustainability practices.Practical implicationsThe results of the present study have implications for managers that want to make their supply chain more socially sustainable.Originality/valueThe study is unique in the sense that it empirically links agility and lean practices with social sustainability orientation, social substantiality performance and operational performance in supply chains.

The relationships among transformational leadership, sustainable leadership, lean manufacturing and sustainability performance in Thai SMEs manufacturing industry

2019 ◽  
Vol 36 (6) ◽  
pp. 1014-1036 ◽  
Author(s):  
Piyachat Burawat
Keyword(s):  
Transformational Leadership ◽  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Structural Model ◽  
Participant Observation ◽  
Sustainable Leadership ◽  
Content Type ◽  
Sustainability Performance ◽  
Lean Practices ◽  
Depth Interview

Purpose The purpose of this paper is to examine the structural relationship model among transformational leadership, sustainable leadership (SL), lean manufacturing practices and sustainability performance. Design/methodology/approach The data were collected from the middle and senior managers working in small and medium enterprises of Thai manufacturing industry. Regarding the quantitative approach, the data were collected by means of survey from 598 respondents from 374 companies. Qualitative data were collected from 40 participants by participant observation, non-participant observation and in-depth interview. Findings The model reported that lean manufacturing has a partial mediate effect on the relationship between transformational leadership and sustainability performance, and between SL and sustainability performance. The structural model is different in automotive and nonautomotive companies, and the structural model is different among the companies which implemented lean program for less than five years and above five years. The data from in-depth interview informed that lean practices are appropriate for automotive industry though with less implementation in other industries. Firms pay most attention on customer involvement with some attention on employee and supplier involvement. Managers give advices and exchange ideas with their followers rather than inspiring and giving opportunities to make decision. Research limitations/implications The findings may also enable Thai managers to realize that lean practices are appropriate for any industry. The first thing to do before launching lean program to all process is that the company should buy-in the understanding of managers about lean concept and implementation. Willingness with well understanding and realizing importance of lean program will lead to superior results, especially operational, economic and sustainable performance. Originality/value The reliability and validity measurements confirmed that both SL and environmental and social performance are appropriate for manufacturing industries. This study provides evidence of the positive relationship between SL and lean manufacturing, lean manufacturing and sustainability performance, as well as the partial mediate effect of lean manufacturing on the relationship between SL and sustainability performance, which are the additional contributions to research in academic field. The results confirmed the positive relationship between transformational leadership and lean manufacturing. The results reported that there is difference of lean practices between automotive and nonautomotive companies, and between companies which implemented lean program less than five years and above five years. The structural relationship result reported that transformational leadership has effects on lean manufacturing whereas SL has no effect on lean manufacturing, which asserted the previous study in which one leadership model is more appropriate for success within lean implementations.

Measuring corporate sustainability: a Thai approach

2014 ◽  
Vol 18 (2) ◽  
pp. 73-88 ◽  
Author(s):  
Sooksan Kantabutra
Keyword(s):  
Structural Model ◽  
Corporate Sustainability ◽  
Chief Executive ◽  
Performance Outcomes ◽  
Economic Crises ◽  
Content Type ◽  
Sustainability Performance ◽  
Public Benefits ◽  
Corporate Sustainability Performance ◽  
Strong Performance

Purpose – This study aims to measure the Thai approach of corporate sustainability. In the corporate world, the Thai philosophy of Sufficiency Economy can be applied to ensure corporate sustainability. Derived from the literature, a structural model expressing relationships between six independent variables of Sufficiency Economy indicators and three dependent variables of sustainability performance outcomes is formed accordingly, followed by hypotheses to be tested. Design/methodology/approach – The model is tested through a random sample of 294 chief executive officers (CEOs) in Thailand who were asked to respond to a questionnaire. Factor and regression analyses are adopted to test the hypotheses. Findings – Findings indicate that “perseverance” and “resilience” are two direct predictors of three sustainability outcomes of the firm’s enhanced capacity to deliver strong performance, endure social and economic crises and deliver public benefits. “Geosocial development” is a direct predictor of firm’s enhanced capacity to deliver public benefits and an indirect predictor of firm’s enhanced capacity to deliver strong performance and to endure social and economic crises. “Moderation” is an indirect predictor of the firm’s capacity to endure social and economic crises, while “sharing” is an indirect predictor of all three sustainability performance outcomes. Practical implications – Small- and medium-sized enterprises business leaders should develop a “perseverance” culture in their organizations and practice “resilience” to enhance their corporate sustainability prospect. Moreover, they should adopt “geosocial development”, “moderation” and “sharing” practices in their organizations, as these practices positively affect corporate sustainability performance directly or indirectly. Originality/value – This study is among the first few studies that identify corporate sustainability performance predictors.

The impact of supplier performance measurement systems on supplier performance

2018 ◽  
Vol 38 (11) ◽  
pp. 2040-2061 ◽  
Author(s):  
Vieri Maestrini ◽  
Davide Luzzini ◽  
Federico Caniato ◽  
Paolo Maccarrone ◽  
Stefano Ronchi
Keyword(s):  
Performance Measurement ◽  
Structural Model ◽  
Positive Impact ◽  
Joint Effect ◽  
Performance Measurement System ◽  
Content Type ◽  
Sustainability Performance ◽  
Supplier Performance ◽  
Performance Measurement Systems ◽  
The Impact

Purpose The purpose of this paper is to empirically investigate the impact of a mature supplier performance measurement system (SPMS) adoption all along its lifecycle phases (i.e. design, implementation, use and review) on the suppliers’ performance. Design/methodology/approach The research hypotheses have been tested on a final sample of 147 pairs of buyer-supplier responses, collected by means of a dyadic survey involving manufacturing firms and one key supplier of their choice. The research framework has been tested through a structural model using PLS regression. Findings Considering the joint effect of all the four SPMS phases on supplier performance, the findings show that the system use and review play a prominent effect: the former have a positive impact on supplier quality, delivery and sustainability performance; the latter positively affects supplier delivery, innovation and sustainability. A mature design displays a positive effect on supplier sustainability performance, while a mature implementation results to negatively affect supplier innovation performance. Finally, cost performance is not impacted by any of the four phases. Originality/value This study contributes to the open debate regarding the relationship between SPMSs and actual supplier performance improvement. In particular, the lifecycle perspective is introduced to clearly distinguish among each phase of adoption and assess their relative impact on supplier performance. Besides, the dyadic nature of the study allows to investigate different subcomponents of supplier performance jointly considering the buyer company and supplier company perspective, thus achieving a more insightful and robust information.

scholarly journals Predicting Corporate Sustainability: A Thai Approach

2011 ◽  
Vol 27 (6) ◽  
pp. 123 ◽  
Author(s):  
Sooksan Kantabutra ◽  
Thomas Siebenhuner
Keyword(s):  
Structural Model ◽  
Corporate Sustainability ◽  
Business Owners ◽  
Middle Level ◽  
Regression Analyses ◽  
Competitive Performance ◽  
Sustainability Performance ◽  
Corporate World ◽  
Managerial Implications ◽  
Market Leadership

In the corporate world, the Thai philosophy of Sufficiency Economy can be applied to ensure corporate sustainability. This paper adopts Kantabutra et al. (2010)s ten Sufficiency Economy leadership practices to derive measures for corporate sustainability and adopts Avery (2005)s measures of sustainability performance. A structural model expressing relationships between the two groups of measures is formed accordingly, followed by hypotheses. A convenient sample comprises 112 middle-level managers and business owners who were asked to respond to a questionnaire. Factor and regression analyses are adopted to test the relationships. Findings indicate that (a) perseverance is a direct predictor of firms capacities to deliver competitive performance, endure crises, and maintain a market leadership; (b) geosocial development and broad stakeholder focus are two direct predictors of firms capacity to deliver competitive performance; (c) resilience and moderation are two indirect predictors of firms capacity to deliver competitive performance; (d) geosocial development, broad stakeholder focus, moderation, and resilience are four indirect predictors of firms capacity to endure crises; and (e) geosocial development, moderation and resilience are three indirect predictors of firms capacity to maintain a market leadership. Managerial implications are discussed.

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