Lean sustainability and triple bottom line performance of manufacturing industries in a developing economy: does top management commitment matter?

Abstract

PurposeAlthough literature abounds on lean sustainability (LS), its contributions to manufacturing industries’ triple bottom line performance (TBLP) through top management commitment (TMC) remain scanty. This research explores the mediating role of TMC in the nexus between LS and TBLP.Design/methodology/approachGiven the study’s quantitative focus, the causal design was utilised. The structured questionnaire, a survey instrument, was used to gather primary data from 285 manufacturing organisations in Ghana, a developing country. Data analysis was done with structural equation modelling.FindingsIt was found that LS and TMC positively influence TBLP, whereas TMC partially mediates the connection between LS and TBLP of Ghanaian manufacturing organisations.Research limitations/implicationsThe study concentrates on Ghana’s manufacturing industry and embraces the stakeholder theory and quantitative methods.Practical implicationsThis research underlines why top managers must prioritise investment in LS to promote sustainable development and attain their organisations’ TBLP targets. The study also provides key insights for top managers to consistently commit enormous resources towards developing lean practices, contributing favourably to TBLP. By establishing the interplay among LS, TMC and TBLP, manufacturing practitioners and researchers can further advance new strategies to address the growing sustainability concerns and achieve higher economic, social and environmental performance.Originality/valueThe study’s originality lies in analysing the mediation effect of TMC on the linkage between LS and TBLP in a developing economy where manufacturing organisations are continuously exposed to resource and waste management problems and lack adequate commitments from top managers towards sustainability initiatives. It is also the first to establish relationships between top management commitment and TBLP in the manufacturing industries of developing economies, concentrating on Ghana.