Purpose: This study explores the interplay between lean management and circular production systems and their implications on zero-waste performance, green value competitiveness and social reputation.Design/methodology/approach: Questionnaire-based survey methodology is used to obtain empirical data from Ghanaian manufacturing SMEs. A multivariate statistical technique, specifically partial least square structural equation modelling is chosen to test the hypothesized relationships.Findings: The empirical results confirm that lean management is a vital element in moving SMEs towards the implementation of circular production systems. The results also confirm that lean management and circular production systems combine effectively to bring about significant improvement in zero-waste performance, reinforce green value competitiveness and boost social reputation. The results further confirm the mediation role of circular production system between lean management, zero-waste performance, green value competitiveness and social reputation.Originality/value: Anchored on the tenets of the natural resource-based view theory, resource orchestration theory and stakeholder theory, this study proposes an integrated research model that builds new insights into the relationship between lean management, circular production system, zero-waste performance, green value competitiveness and social reputation. The proposed model directs the actions of SME managers in emerging countries to comprehensively evaluate their production processes to equalize the possible compatibility of lean management and circular production systems to meet their zero-waste performance targets, gain green value competitiveness and stimulate social reputation.

Purpose: This paper explores the nexus between lean operations, eco-product innovativeness, social performance, green performance and business performance. Both direct and indirect effects are tested among the variables under consideration in this study.Design/methodology/approach: Data is garnered from 166 Ghanaian small and medium-sized enterprise (SME) manufacturers. All hypothesized relationships are tested using partial least square-structural equation modeling.Findings: The results suggest that lean operations has a significant positive effect on eco-product innovativeness, social performance, green performance and business performance. The results further indicate that eco-product innovativeness significantly influences green performance and social performance, but does not significantly influence business performance. The mediation procedure performed shows that eco-product innovativeness plays a complementary partial mediation role between lean operations, social performance, green performance and business performance.Practical implications: The study provides enough evidence that informs managers that the application of lean operations should be a necessity instead of an afterthought when pursuing their sustainable performance targets. The study specifically enlightens Ghanaian managers and those in similar environs to substantially invest in lean operations to achieve eco-product innovativeness and contribute to the survival of the manufacturing sector.Originality/value: In addition to expanding lean operations and environmental management literature, the study happens to be among the scant studies that has verified the direct and indirect effects between lean operations, eco-product innovativeness, social, green and business performances.