Addressing transition conflict of green manufacturing to sustainable manufacturing: A drivers‐based modeling strategy for improving business performance: An Indian experience

Abstract

AbstractGreen manufacturing (GM) and sustainable manufacturing (SM) have become vital to counter environmental challenges. Industry, academia, and policymakers have been actively working to reduce the adverse environmental impacts of manufacturing. Though, used interchangeably, GM and SM are not the same but are related to each other. This fuels confusion and leads to conflict, as the transition simplifies similarities and differences between the two, in terms of their ‘drivers and relationships’ remain blurred and are never discussed. GM‐SM transition is never straightforward. It necessitates a shift in organizational priorities, practices, strategies, and goals and attracts researchers' attention. The study is significant as existing literature lacks the address of drivers‐based linkages between the two, and its management in the context of India, known for manufacturing capabilities and greenhouse gas‐based emissions. The study investigates GM‐SM relationships, attempts modeling, and establishes that if the transition is handled correctly, it leads to improved business performance and positive environmental impact. The findings guide what and where to focus to highlight priorities, making use of 14 and 22 drivers of GM and SM, respectively. It emphasizes the importance of implementing stringent environmental regulations, maintaining pressures from the Government, markets, and supply chain stakeholders along with management commitment with a clear vision. Authors expect that application experience will be useful for practitioners and researchers, in strengthening the linkages between environmental and manufacturing research domains.