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Naghmeh Taghavi
Division of Service Management & Logistics, Chalmers University of Technology, 41296 Gothenburg, Sweden

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Journal article
Published: 28 May 2021 in Sustainability
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This study empirically investigates the involvement of actors in the process of energy-efficiency improvements in operations to align strategic sustainability goals across and within operations. The study analyzes development efforts stemming from actors’ decisions and actions that contribute to the process of energy efficiency improvements using semi-structured interviews and secondary information. Data is analyzed using thematic coding. The study deepens the understanding of how firms undertake the transition towards integrating strategic goals for energy efficiency into operations by strategizing for energy efficiency improvements through actors’ involvement. By exploring actors at both strategic and operational levels, and their decisions and actions, the study includes examples of different approaches, namely, top-down vs. bottom-up and inside-out vs. outside-in, thereby conceptualizing the process of energy-efficiency improvements in terms of a framework that outlines the entities of this process. The study further provides an integrative framework for the development efforts by different actors and presents propositions for incorporating energy-efficiency improvements in daily strategic and operational decisions and actions instead of regarding it as a separate or an add-on process.

ACS Style

Naghmeh Taghavi. Sustainable Development of Operations: Actors’ Involvement in the Process of Energy Efficiency Improvements. Sustainability 2021, 13, 6121 .

AMA Style

Naghmeh Taghavi. Sustainable Development of Operations: Actors’ Involvement in the Process of Energy Efficiency Improvements. Sustainability. 2021; 13 (11):6121.

Chicago/Turabian Style

Naghmeh Taghavi. 2021. "Sustainable Development of Operations: Actors’ Involvement in the Process of Energy Efficiency Improvements." Sustainability 13, no. 11: 6121.

Journal article
Published: 28 November 2018 in Sustainability
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The potential for integrating principles of lean management and sustainability initiatives has been recognized in earlier research. The present study argues for the need to focus on how this should be implemented and to acknowledge the criticality of developing individuals’ competencies to support such integration. The purpose of this paper is to explore the integration of lean and energy efficiency practices and provide practical examples of such integration. This study is explorative in nature and based on a qualitative research approach. Primary evidence was collected through an interview study of 19 participants in a lean energy course, and through a participant observation at a company workshop following up the program results. Secondary evidence was collected on the development and evaluation of this course. By operationalizing sustainability through energy efficiency and combining with lean principles, organizations can exploit continuous improvement efforts for sustainable development. This paper focuses on professional education as a component for integrating improvement initiatives and sustainable development. Whilst professional education enables individual learning, organization-wide efforts are needed to follow up on the educational program and support a scaling-up of lean energy. The scaling-up means that the organization itself encourages the use of principles and tools to identify and remove energy waste and support a move from local practices to shared experience.

ACS Style

Árni Halldórsson; Ida Gremyr; Anette Winter; Naghmeh Taghahvi. Lean Energy: Turning Sustainable Development into Organizational Renewal. Sustainability 2018, 10, 4464 .

AMA Style

Árni Halldórsson, Ida Gremyr, Anette Winter, Naghmeh Taghahvi. Lean Energy: Turning Sustainable Development into Organizational Renewal. Sustainability. 2018; 10 (12):4464.

Chicago/Turabian Style

Árni Halldórsson; Ida Gremyr; Anette Winter; Naghmeh Taghahvi. 2018. "Lean Energy: Turning Sustainable Development into Organizational Renewal." Sustainability 10, no. 12: 4464.