Green–agile practices as drivers for patient satisfaction – An empirical study

Chakraborty, Samyadip; Sashikala, P.; Roy, Shubhagata

doi:10.1080/20479700.2020.1870346

Cited by 10 publications

(13 citation statements)

References 24 publications

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“…In response to stakeholder environmental demands, firms extend existing technologies or experiment with new technologies through organizational learning, thereby leading to the changes of the existing production equipment, methods and procedures and product and service designs and delivery mechanisms. Such changes may allow the firms to increase competitiveness by lowering the costs of compliance (Mouakket and Aboelmaged, 2021), improving resource efficiency (Guyader et al, 2019;Wong et al, 2013) and enhancing customer satisfaction (Chakraborty et al, 2022). For example, to reduce energy consumption, hospitality and tourism companies pursue sustainable services by learning green technologies, such as compact efflorescent light bulbs, ventilation and solar-based renewable energy (Chan et al, 2017).…”

Section: External Stakeholder Pressuresmentioning

confidence: 99%

“…As such, suppliers' green demands may motivate service firms to pursue advantages by finding new ways to produce and deliver services to consumers and recycling the wastes created in the production or consumption of these services. For instance, healthcare organizations rely on suppliers to reduce environmental impacts and improve customer satisfaction by implementing green purchasing, such as recycled and renewable materials, low-emitting materials and local and organic food (Chakraborty et al, 2022). Furthermore, governments can pressure service firms to behave in environmentally friendly ways by implementing regulations (Schmitz et al, 2019).…”

Section: External Stakeholder Pressuresmentioning

confidence: 99%

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A sequential process from external stakeholder pressures to performance in services

Shi

Tsai²

2022

JSTP

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PurposeThis study develops a sequential process model to address how to improve firm performance by responding to external stakeholder pressures in service contexts.Design/methodology/approachThe model posits that external stakeholder pressures affect firm performance through organizational learning, green creativity and environmental performance. Data from 219 service firms are utilized to test the hypotheses. A sequential mediation approach is adopted to analyze the model.FindingsResults reveal (1) organizational learning mediates the effects of government, customer and supplier pressures on firm performance, (2) environmental performance mediates the effect of customer pressure on firm performance, (3) organizational learning and green creativity serially mediate the effects of the three stakeholder pressures on firm performance and (4) the three external stakeholder pressures enhance firm performance through organizational learning, green creativity and environmental performance in a sequential manner.Originality/valueThis study originally contributes to the service literature by providing a sequential process lens to address how to improve performance by responding to external stakeholder pressures.

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Section: External Stakeholder Pressuresmentioning

confidence: 99%

Section: External Stakeholder Pressuresmentioning

confidence: 99%

A sequential process from external stakeholder pressures to performance in services

Shi

Tsai²

2022

JSTP

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“…The integration of lean and green can improve environmental sustainability but requires more research in the field (Garza-Reyes, 2015). Chakraborty et al. (2021) study concluded that green and agile practices substantially impact healthcare service delivery in the healthcare system, which contributes to patient satisfaction.…”

Section: Literature Reviewmentioning

confidence: 99%

“…The integration of lean and green can improve environmental sustainability but requires more research in the field (Garza-Reyes, 2015). Chakraborty et al (2021) study concluded that green and agile practices substantially impact healthcare service delivery in the healthcare system, which contributes to patient satisfaction. Kuupiel et al (2017) gave a lean and agile supply chain approach for enhancing the accessibility and efficiency of Point of Care (POC) diagnostics services in LMICs.…”

Section: Lean-agile-greenmentioning

confidence: 99%

A LAG-based framework to overcome the challenges of the sustainable vaccine supply chain: an integrated BWM–MARCOS approach

Yadav

Kumar

2022

JHLSCM

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PurposeEach individual needs to be vaccinated to control the spread of the COVID-19 pandemic in the shortest possible time. However, the vaccine distribution with an already strained supply chain in low- and middle-income countries (LMICs) will not be effective enough to vaccinate all the population in stipulated time. The purpose of this paper is to show that there is a need to revolutionize the vaccine supply chain (VSC) by overcoming the challenges of sustainable vaccine distribution.Design/methodology/approachAn integrated lean, agile and green (LAG) framework is proposed to overcome the challenges of the sustainable vaccine supply chain (SVSC). A hybrid best worst method (BWM)–Measurement of Alternatives and Ranking According to COmpromise Solution (MARCOS) methodology is designed to analyze the challenges and solutions.FindingsThe analysis shows that vaccine wastage is the most critical challenge for SVSC, and the coordination among stakeholders is the most significant solution followed by effective management support.Social implicationsThe result of the analysis can help the health care organizations (HCOs) to manage the VSC. The effective vaccination in stipulated time will help control the further spread of the virus, which will result in the normalcy of business and availability of livelihood for millions of people.Originality/valueTo the best of the author's knowledge, this is the first study to explore sustainability in VSC by considering the environmental and social impact of vaccination. The LAG-based framework is also a new approach in VSC to find the solution for existing challenges.

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“…Agility is essential for quick response in public health emergencies such as disasters and sudden outbreaks of diseases (Aronsson et al, 2011). When used with lean and/or agile practices, green management practices improve the overall sustainability of the healthcare system (Chakraborty et al, 2021;Mousa and Othman, 2020). In the design of a supply chain system, lean and agile paradigms are used to tackle the performance in the volatile and stable scenarios, respectively, while green paradigm is used to improve environmental sustainability (Agarwal et al, 2006;Naim and Gosling, 2011;Ben Naylor et al, 1999).…”

Section: Introductionmentioning

confidence: 99%

A fuzzy decision framework of lean-agile-green (LAG) practices for sustainable vaccine supply chain

Yadav

Kumar

2022

IJPPM

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PurposeThe already-strained vaccine supply chain (VSC) of the expanded program for immunization (EPI) require a more robust and structured distribution network for pandemic/outbreak vaccination due to huge volume demand and time constraint. In this paper, a lean-agile-green (LAG) practices approach is proposed to improve the operational, economic and environmental efficiency of the VSC.Design/methodology/approachA fuzzy decision framework of importance performance analysis (IPA)–analytical hierarchy process (AHP)–technique for order for preference by similarity in ideal solution (TOPSIS) has been presented in this paper to prioritize the LAG practices on the basis of the influence on performance indicators. Sensitivity analysis is carried out to check the robustness of the presented model.FindingsThe derived result indicates that sustainable packaging, coordination among supply chain stakeholders and cold chain technology improvement are among the top practices affecting most of the performance parameters of VSC. The sensitivity analysis reveals that the priority of practices is highly dependent on the weightage of performance indicators.Practical implicationsThis study's finding will help policymakers reframe strategies for sustainable VSC (SVSC) by including new management practices that can handle regular immunization programs as well as emergency mass vaccination.Originality/valueTo the best of the authors' knowledge, this is the first study that proposes the LAG framework for SVSC. The IPA–Fuzzy AHP (FAHP)–Fuzyy TOPSIS (FTOPSIS) is also a novel combination in decision-making.

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Green–agile practices as drivers for patient satisfaction – An empirical study

Cited by 10 publications

References 24 publications

A sequential process from external stakeholder pressures to performance in services

A sequential process from external stakeholder pressures to performance in services

A LAG-based framework to overcome the challenges of the sustainable vaccine supply chain: an integrated BWM–MARCOS approach

A fuzzy decision framework of lean-agile-green (LAG) practices for sustainable vaccine supply chain

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