Cross-functional executive involvement and worker involvement in lean manufacturing and sustainability alignment

Abstract

Purpose– Lean manufacturing has been demonstrated to increase operations and economic performance, but its alignment with environmental and social sustainability is unclear. The purpose of this paper is to understand how cross-functional executive involvement and worker involvement, in the formulation and implementation of the operations strategy, support the strategic alignment of lean manufacturing and sustainability.Design/methodology/approach– An inductive case study methodology was employed. Such theoretical elaboration is appropriate when extending existing theory (i.e. operations strategy theory and sustainability development theory). Evidence was drawn from ten cross-industry case studies. Within and cross-case analyses were performed.Findings– The results demonstrate that cross-functional executive involvement and worker involvement positively affect the strategic alignment of the lean manufacturing statement and bundles (just-in-time, total quality management, total preventive maintenance, and human resources management) with environmental and social goals and practices. Specifically, the study reveals the impact of cross-functional executive involvement on the formulation of lean manufacturing aligned with environmental and social sustainability. Worker involvement positively affects the actual implementation of lean manufacturing aligned with environmental and social sustainability.Practical implications– This research provides guidance to practitioners regarding how different organizational models lead to different levels of lean manufacturing and sustainability strategic alignment and performance.Originality/value– This research contributes to the operations strategy literature and the sustainability development literature, providing evidence regarding the mechanisms supporting the strategic alignment of lean manufacturing and social and environmental sustainability.