Relationship between sustainable operations practices and performance: a meta-analysis

Abstract

Purpose The purpose of this paper is to examine the relationship between sustainable operations practices (SOP) and performance. Design/methodology/approach This study was conducted through a systematic literature review followed by a meta-analysis of correlations. Findings In the results, 14 of the relationships examined showed a positive relationship and 12 the presence of moderators. The study findings indicate that contingency affects the relationship between SOPs and performance. Research limitations/implications The research presented in this paper is mainly limited to databases that were searched. Among the quantitative articles selected from the databases, many did not have the data needed to conduct the meta-analysis, which may have limited the results of this study. Practical implications Using the results of this study, practitioners can become aware of to the occurrence of moderating factors in the relationships, which can range from interference from other practices and variables to characteristics of the organization itself or the market in which organizations operate. Originality/value This study uses a multidimensional approach for both SOP and performance. This approach allowed a more complete and comprehensive result, showing how these SOPs influence the different categories of performance, expanding the understanding of the relationship between practices and performance.

Empirical Evaluation of the Impact of Resilience and Sustainability on Firms’ Performance

“…Moreover, many definitions overlap with other concepts such as, among others, robustness, fault-tolerance, flexibility, survivability, and agility [2]. Engineering resilience draws attention to the ability of a resilient system to return to its pre-disturbance state as quickly as possible [14], implying a focus on efficiency of function [15]. It contributes to organizational resilience, which focus on the adaptive capacity of the organizations and is a dynamic process that implies the ability of developing capabilities to face new situations [13].…”

“…In addition, the industry sector, firm size or the examined market seem to impact on the results. A meta-analysis of the correlations between sustainable operations practices (SOP) and firms' performance has been performed by D'Agostini et al [14]. In the study, after a systematic literature review, 15 selected SOP are compared with environmental, economic, operational and organizational performance.…”

Antecedents, mediators and consequences of sustainable operations

“…It should be noted that the use of environmental practices, such as cleaner production, has a positive relationship with OP. It shows that an organization with robust cleaner production practices stands out in the market in comparison to the competition (D’Agostini et al , 2017). De Sousa Jabbour et al (2015) indicated that if a company intends to improve environmental performance, it can create procedures and programs based on the environmental management system and can adopt cleaner production initiatives for superior performance.…”

Enablers of green business process management in the oil and gas sector

“…Thus, the introduction of sustainable and green measures can be crucial for the OGS. Environmental sustainability is frequently operationalized as a small group of measurable objectives in organizational inputs and outputs, such as lowering energy consumption, reutilizing or reducing waste, and minimizing carbon dioxide emissions (Brooks et al, 2012;D'Agostini, 2017;Ferreira and Pernici, 2016). O&G companies tend to view social and environmental management as partly a voluntary approach and usually dependent on leadership and culture (Tomlinson, 2017).…”