Small- and medium-sized enterprises (SMEs) play a fundamental role in the global economy. However, SMEs usually have different characteristics from larger enterprises, e.g., essential resource restrictions, lower performance, and higher environmental impacts. This requires them to search for strategies to be more competitive and sustainable. A possible solution relies on introducing Lean-Green practices. Previous research indicated that digitalization could be an enabler of Lean. Lean can also help to achieve increased environmental performance using the Lean-Green approach. In this study, this important yet under-studied area is investigated as we consider digitalization as an enabler for implementing lean in SMEs, with a focus on Lean-Green practices. A systematic literature review is executed, following a new framework based on topic modelling for extracting the papers. The topic modelling is executed through latent dirichlet allocation (LDA) which is a machine learning technique. In methodological means, this paper represents an example of the frontier of digitalization for research activities. Regarding the investigated focus, the main findings revealed that digitalization is an enabler to Lean and to Lean-Green. As digitalization supports information sharing, it consequently fosters performance measurement systems, improvements, and value chain integration.

Small-medium enterprises (SMEs) represent 90% of business globally. Digital Transformation (DT) affects SMEs differently from larger companies because although SMEs have more flexibility and agility for adapting to new circumstances, they also have more limited resources and specialization capabilities. Thus, it is fundamental to measure SMEs’ performance considering different perspectives. Here, we describe and analyze the state-of-the-art of DT in SMEs, focusing on performance measurement. We center on whether the tools used by SMEs encompass the triple bottom line of sustainability (i.e., environmental, social, and economic aspects). To do so, in December 2021, we performed a comprehensive systematic literature review (SLR) on the Web of Science and Scopus. In addition, we also explored a novel approach for SLR: topic modeling with a machine learning technique (Latent Dirichlet Allocation). The differences and interchangeability of both methods are discussed. The findings show that sustainability is treated as a separate topic in the literature. The social and environmental aspects are the most neglected. This paper contributes to sustainable development goals (SDGs) 1, 5, 8, 9, 10, and 12. A conceptual framework and future research directions are proposed. Thus, this paper is also valuable for policymakers and SMEs switching their production paradigm toward sustainability and DT.

In the operations management and sustainability literature, the integration of Lean and Green manufacturing is considered one of the great solutions to balancing operational gains and environmental sustainability. This literature focuses mainly on the integration between them. However, there are no studies investigating how this integration is related to the Operations Strategy content: competitive priorities and decision areas. Thus, this study aims to contribute to reducing this research gap by providing a more in-depth understanding of the relationships between Lean-Green practices from the point of view of the Operations Strategy. We identify synergies and potential trade-offs between competitive priorities and changes in decision areas when Lean-Green practices are implemented. We performed a systematic literature review to answer two questions: Does the implementation of Lean and Green practices affect operations’ competitive priorities, causing synergies or trade-offs? What decision area(s) are modified with the implementation of each practice? This systematic review analyzed 338 selected articles. Competitive priorities, decision areas, Lean practices, Green practices and Lean-Green practices were identified and discussed, highlighting trade-offs, synergies and changes in decision areas. The results suggest that Lean and Green are synergistic in most practices, but they must be managed according to the Operations Strategy, especially as their focuses are essentially different and trade-offs may occur.

An emerging trend among consumers is the pursuit of healthier eating habits while minimizing environmental damage, thus increasing the intention for consumption of organic foods. In this context, this study hypothesizes that household food waste is influenced by organic food purchase intention, which, in turn, is influenced by environmental concern, health consciousness, hedonic shopping, and negatively affected by price. Hence, the objective of this study is to propose and empirically test a theoretical framework with Brazilian consumers. Data from 240 respondents were electronically collected and analyzed through structural equation modeling. The results suggest that environmental concern, price consciousness, and health consciousness significantly influence organic food purchase intention, while hedonic shopping value does not. Furthermore, although organic food purchase intention reduced household food waste, the effect size of this relationship was found to be extremely low, suggesting it to be a poor predictor. This paper contributes to the existing literature on consumer behavior and waste management further by not only examining the relationship between two research streams but also by shedding light on unique aspects of an emerging country.

For organizations to remain competitive, they must now adapt to sustainability requirements, which have become performance criteria for supplier selection for most original Equipment manufacturers (OEMs). In this sense, environmental performance is now included as a competitive priority throughout the supply chain. Therefore, this study aims to verify, through two case studies, the competitive priorities of two first-tier suppliers from the automotive chain that have adopted lean and green practices. The findings show that the quality priority is the main source of competitive advantage and the focus of the operations that are analyzed here, while the environmental priority is not considered the most important by the companies. However, it is still included as a priority. Furthermore, it is demonstrated that lean practices could generate compatibility for the environmental priority, even indirectly, while trade-offs can arise between priorities. Therefore, the integration between lean and green practices can facilitate the inclusion of the environmental priority into the operations strategy and management systems.