Proposing a framework for organisational sustainable development: integrating quality management, supply chain management and sustainability
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AbstractIncreasing worldwide demand for products and services is applying a significant pressure on firms and supply chains operationally and financially, along with negative implications on our planet and the public. New approaches are highly required to be adopted by all members of the society, including the businesses for sustainable development. On the other hand, enabling such integration from an organisational management perspective is not straightforward, due to complexities and conflicts associated with balanced integration of economic, environmental and social agendas. Aimed towards addressing this important research requirement, a tailored conceptual framework is presented, constructed upon the synergistic principles of quality management (QM) and supply chain management (SCM) to facilitate integration of triple bottom line sustainability into business management. As the first step of the research, a systematic literature review was conducted, evidencing research gaps, and opportunities. A conceptual framework was established, and an implementation procedure to facilitate operationalisation of the framework was developed including a business diagnostic tool contribution, aiding current state maturity assessment as one of the key implementation steps. These developments were verified, validated and improved through the Delphi method, and applied at an organisation in Cyprus as the final validation step, using the action research method. Positive relationships were established and verified conceptually between the ISO 9001 principles of QM, supply chain integration principle of SCM, and organisational triple bottom line sustainability integration. The relative importance of these principles adopted in the framework were determined based on expert Delphi panel feedback. The action research demonstrated the application of the framework, outlined its contextual implementation factors, and concluded positive effects on the sustainable development of the participating organisation. Several contributions to knowledge were made, including the refinement of existing QM and SCM concepts for organisational sustainability improvement, and formulation of a practical framework including a novel diagnostic tool to facilitate integration of triple bottom line sustainability through QM and SCM. Particularly, a new management perspective was introduced with implications to many organisational managers that adopt ISO 9001 and supply chain integration principles, setting the way for extending these principles beyond their original QM and SCM agendas towards organisational sustainable development.
PublisherUniversity of Derby
TypeThesis or dissertation
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Implementing sustainability initiatives in business processesGallotta, Bruno; University of Derby (2018-10)Purpose – The sustainability topic has been receiving a growing importance in the corporate environment in recent years. More and more companies are adopting sustainability practices in all their organisational levels, operations and business process as a whole; however, they have still failed to achieve the anticipated goal. Existing roadmaps, frameworks and systems do not comprehensively support sustainable business transformation. This research proposes a four phases framework, based on BPM, to help organisations to implement sustainability practices in the organisation business processes and has verified it with industry/academic specialists and validated it in a local organisation focused on sustainability initiatives. Design/methodology/approach – A conceptual framework has been created, verified and validated. The framework is based on Business Process Management (BPM) principles, which was chosen because due its capability to work in a cross process way while providing the full control of the process performance. It was then verified using a Delphi study held with 21 specialists in Sustainable Operations Management from both academia and industry and validated using an action research study on a biomass company focused in the development of sustainable energy technologies that wished to improve the implementation of sustainability initiatives in its business processes and operations. Findings – It was identified that organisations still struggle to succeed the implementation of sustainability projects. The research outlined that the business process management (BPM) approach can be used as way to implement sustainability practices in an organisation’s business processes by using the conceptual framework. The benefits from this approach are the enablement of continuous process improvement, improvement of process quality; cost reduction; increase in the customer satisfaction; and better control 3 over process performance, which can be directly linked to the improvement of the sustainability improvement.Research limitations/implication – The main limitation of this research is the application of the framework in only one real-life scenario, which was expected due the research method chosen to validate it. Future work aims to apply the framework in different scenarios, in organisations with different sizes, different maturity level, different sector, and different locations. Further research will also investigate the symbiosis of the BPM approach with other management approaches, such as lean/green manufacturing, project management, and green supply chain and carbon footprint. In addition, in a further moment, once companies are familiarised with the project methodology, it is possible to create a centre of excellence (an area within the organisation with the best practices/ processes of the industry) in terms of sustainability bringing even more value, improving continuously and generating more innovation by the form of green reference process models. Practical implications – The proposed framework uses a Business Process Management (BPM) approach, which provides a systemic solution for the organisations adopt sustainability practices in their business processes.
Sustainability adoption through sustainable human resource management: a systematic literature review and conceptual frameworkKumar, Anil; Bhaskar, Preeti; Nadeem, Simon Peter; Tyagi, Mrinal; Garza-Reyes, Jose Arturo; London Metropolitan University; Ibra College of Technology, Oman; University of Derby (IJMEMS, 2020-09)Sustainability is a key aspiration of most businesses as they face pressure from regulatory authorities as well as consumer demand for sustainable products. Sustainability discussion often revolves around the areas of raw materials, product and process design and innovation. However, the role of human resources is least discussed in this regard. This research utilises a systematic literature review approach to explores the concept of Sustainable Human Resource Management (SHRM) and identifies the indicators, drivers, barriers, and benefits of SHRM adoption. Based on the findings, an integrated conceptual framework that can be utilised by organisations for developing a long-lasting sustainability adoption through SHRM is proposed.
Do human critical success factors matter in adoption of sustainable manufacturing practices? An influential mapping analysis of multi-company perspectiveAhuja, J; Kumar Panda, T; Luthra, S; Kumar, Anil; Choudhary, S; Garza-Reyes, Jose Arturo; University of Derby (Elsevier, 2019-08-10)Sustainable human factors and change management systems have been gaining significant attention at global level for implementation of sustainable practices within organisations. With the rise in environmental degradation, the automotive sector has made efforts to adopt Sustainable Manufacturing (SM) practices to decrease the adverse effects on the environment instigated by emissions. Human Critical Success Factors (HCSFs) may play an important role in adoption of SM but in literature, no study has yet discussed the influence of HCSFs on the adoption of SM practices. The current work is an effort to fill this gap and to analyse the importance of HCSFs in adopting SM practices from a multi-automotive company perspective. In the first phase study, HCSFs were identified from existing literature and an empirical analysis was carried out to finalise identified HCSFs. In the second phase, to understand the influential relationship among these HCSFs, a DEMATEL approach was employed for developing a cause-effect model for each company. The result suggested that 'Green motivation', 'Customer relationship management', 'Management leadership', 'Communication' and 'Strategic alignment' are the highly significant causal HCSFs in efficient adoption of SM practices. The results of the study will help industry practitioners and managers to make strategic plans in the context of SM practices and its relationship with human factors for sustainable business development.