Sustainable operations practices and sustainable performance: relationships and moderators

Purpose The purpose of this study is to analyze the relationships among four types of sustainable operations practices and sustainable performance in the environmental, economic and social dimensions and identifies significant moderators. Design/methodology/approach In order to achieve the proposed...

Full description

Saved in:
Bibliographic Details
Published in:International journal of productivity and performance management 2021-10, Vol.70 (7), p.1865-1888
Main Authors: Tondolo, Vilmar Antonio Gonçalves, D'Agostini, Marina, Camargo, Maria Emília, Tondolo, Rosana da Rosa Portella, Souza, Josefer de Lima, Longaray, André Andrade
Format: Article
Language:English
Subjects:
Cost control
Literature reviews
Meta-analysis
Moderators
Operations management
Performance management
Product development
Social factors
Suppliers
Sustainability
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:Purpose The purpose of this study is to analyze the relationships among four types of sustainable operations practices and sustainable performance in the environmental, economic and social dimensions and identifies significant moderators. Design/methodology/approach In order to achieve the proposed goal, this study was developed through a systematic review of the literature followed by a meta-analysis of the correlations and by a meta-regression. The sampling criteria were quantitative operations management articles published through 2019. Findings The results suggest that all 13 analyzed relationships are positive and are affected by moderators. Research limitations/implications In theoretical terms, this study reinforces the positive relationship between sustainable operations practices and performance and, more importantly, detects moderating effects. One of the study limitations is the composition of the sample, focusing exclusively on quantitative correlational articles published in journals. Practical implications In practice, the findings of this study imply that managers should be vigilant in implementing sustainable operations practices, observing the conditions in which more of these practices can be implemented into performance. Originality/value This study differs from others because it includes the social dimension of sustainable performance and the identification of moderators.
ISSN:1741-0401
1758-6658
DOI:10.1108/IJPPM-12-2019-0552