Evidence suggests that smaller organisations find the implementation of combined operations- and environmental Sustainability improvement initiatives such as Green-Lean and Sustainability (GLS) challenging. This paper, therefore, develops a framework for the systematic implementation of Green-Lean and Sustainability in small and medium-sized enterprises (SMEs) to achieve long-term improvement of environmental, social and economic processes and performance. A literature assessment of theories, frameworks, and concepts was employed in the study to better comprehend the difficulties confronting the modern business world. In addition, the research employed expert perspectives from the lean, green-lean, and sustainability fields to propose, develop, test, and validate a framework for addressing business concerns. The research uncovers considerable implementation problems, such as employee motivation and integration, responsibilities, and measurements. It also underlines the success factors for the implementation process, such as management, firm- goals and strategy, reviews and audits, vision, and guidance by lean, green and sustainability frameworks. The novelty in this research lies in the approach where Green-Lean and Sustainability are combined and applied in an SME context. The presented framework offers the potential to be implemented in SMEs that operate in different sectors and contexts and are affected by different environmental and social considerations.

Environmental, social, and governance (ESG) factors are gradually being utilized to assess organizations' long‐term success, drive capital, and inform company decision‐making toward sustainable growth. Despite a few research investigations, studies on ESG are still developing by using a broader range of new technologies to improve ESG transparency; overcoming shortcomings that have arisen have yet to be examined. Industry 5.0 (I5.0) provides an effective paradigm for comprehending the significance of technology in enhancing ESG disclosure and reporting. To handle the critical shift to wider sustainable development goals (SDGs) specifically, SDG 8 (Decent Work and Economic Growth) and SDG 13 (Climate Action) within the ESG monitoring system, this research digs into current ESG reporting concerns and obstacles. The study systematically reviews I5.0 and ESG reporting literature. The study also carries out an extensive content‐centric assessment of relevant sources and information mappings to accomplish the research aims. The findings reveal that the fundamental characteristics of I5.0 are consistent with ESG, while I5.0 may accommodate ESG capabilities by improving ESG disclosure reliability, expanding from retrospective to prospective and real‐time reporting, customizing, broadening the range of reporting, lowering costs, and improving effectiveness. The findings suggest that ESG reporting must expand outside its company‐centric emphasis, altering existing accounting methods to embrace ESG disclosure requirements more appropriately. ESG performance can be improved with clearer representation of environmental and social consequences, guiding both firms' and investors' decisions (double materiality concept) towards SDGs. New or missing (M) scores revealed by I5.0 technologies can assist both investors and company managers.

Purpose: Total Productive Maintenance (TPM) could act as a practical approach to offer sustainability deliverables in manufacturing firms aligning with the natural resource-based view (NRBV) theory's strategic capabilities: pollution prevention, product stewardship and sustainable development. Also, the emergence of Blockchain Technology (BCT) and Circular Economy (CE) are proven to deliver sustainable outcomes in the past literature. Therefore, the present research examines the relationship between BCT and CE and TPM's direct and mediation effect through the lens of NRBV theory.Design/methodology/approach: The current study proposes a conceptual framework to examine the relationship between BCT, CE and TPM and validates the framework through the Partial Least Squares Structural Equation Modeling. Responses from 316 Indian manufacturing firms were collected to conduct the analysis.Findings: The investigation outcomes indicate that BCT positively influences CE and TPM and that TPM has a significant positive impact on CE under the premises of NRBV theory. The results also suggest that TPM partially mediates the relationship between BCT and CE.Research limitations/implications: This research fills a gap in the literature by investigating the effect of BCT and TPM on CE within the framework of the NRBV theory. It explores the link between BCT, TPM and CE under the NRBV theory's strategic capabilities and TPM mediation.Practical implications: The positive influence of TPM and BCT on CE could initiate the amalgamation of BCT-TPM, improving the longevity of production equipment and products and speeding up the implementation of CE practices.Originality/value: This research fills a gap in the literature by investigating the effect of BCT and TPM on CE within the framework of the NRBV theory. It explores the link between BCT, TPM and CE under the NRBV theory's strategic capabilities along with TPM mediation.