Purpose: The purpose of this paper is to introduce a new methodology called overall greenness performance for value stream mapping (OGP-VSM). Using value-added concepts, this approach has the potential to integrate, measure, control and improve productive and environmental performance in accordance with a company’s context.Design/methodology/approach: The OGP-VSM approach was developed by reviewing and integrating the environmental aspects of existing lean thinking tools and approaches.Findings: This research revealed the lack of practical integration between productive and environmental performance. Using OGP-VSM, managers can see that environmental practices have a direct impact on productivity. OGP-VSM allows a balance to be found between lean and green practices in order to achieve the simultaneous improvement of productivity and environmental performance.Practical implications: The proposed approach is applied to a case study in an automotive company in Spain and lays the groundwork for moving toward functional environmental sustainability in manufacturers.Originality/value: Companies are increasingly implementing environmentally focused practices. Pursuing environmentally friendly (green) performance poses several challenges, but it also affords opportunities to create new methodologies for generating a competitive advantage for manufacturing companies. There are a limited number of approaches to drawing together the elements and attributes that are essential for a holistic, practical and long-lasting improvement of environmental performance in the manufacturing sector.

Understanding what drives effective purpose implementation is the key to making more sustainable organizations. Most studies on the subject of purpose focus on two of its dimensions: formulation (knowledge) and practical application (contribution). However, for it to be effectively implemented in the organization, purpose also involves motivating and exciting people. In this article, we propose a three-dimensional formative second-order construct of purpose implementation based on the knowledge, internalization and contribution of purpose. In this conceptualization of purpose, for effective purpose implementation to occur, its three dimensions must be implemented intensively and consistently in a balanced way. Two separate studies were combined to develop a validated scale for measuring the intensity of purpose implementation and for demonstrating that the more intensely and consistently purpose is implemented within a company, the greater its impact on organizational citizenship behaviors.

Purpose: Companies use continuous improvement (CI) as a strategy to achieve business excellence and innovation. Yet CI initiatives fail mostly due to a lack of employee engagement. The paper aims to discuss this issue.Design/methodology/approach: Based on the CI literature and the technology acceptance model (TAM), a comprehensive model called continuous improvement acceptance mode (CIAM) was developed to understand the main organisational antecedents that predict employee intention to participate in CI. The CIAM is based on structural equation modelling using partial least squares and it was validated in a large manufacturing plant in Europe.Findings: Emulating the findings of the TAM, this study shows that employee intention to participate can be predicted by two variables called ease of participating and usefulness of participating. The CIAM then relates these constructs with relevant CI enablers found in the CI literature.Practical implications: The CIAM could help academics and practitioners to better understand employee participation in CI activities, allowing CI systems to be better designed and achieve long-term sustainability.Originality/value: The CIAM presents new variables and interactions that help to understand employee participation in CI activities. Some of these variables and interactions have received scant attention in the CI literature and thus they are worth investigating in greater depth in the future.

Implementing continuous improvement (CI) systems is one of the most effective ways to increase operational excellence. One pillar that determines the success of a CI strategy is a climate of commitment and participation among workers. Recent work has focused on identifying organisational factors that directly influence worker participation. However, when analysing these elements, the importance that middle managers have when creating a work environment that enhances employee involvement stands out. The aim of this paper is to identify specific middle manager trustworthy behaviours that impact the level of commitment and participation in a group of line workers in a specific CI environment. To accomplish this, we present a list of specific behaviours based on a concept mapping conducted among a representative group of industrial supervisors and operators in the north of Spain. These identified behaviours define managerial practices that could directly enhance the level of worker commitment and participation.