Sustainable Environmental Performance in Pakistan’s Manufacturing Industry: The Strategic Role of Organizational Capabilities, Lean Practices, and Green Supply Chains
Abstract/Description
Purpose
Many businesses face existential threats due to disruptions like the COVID-19 pandemic, which severely impacted supply chain sustainability. This study explores the factors affecting business performance during crises, focusing on how firm capabilities influence Lean Manufacturing (LM) and Green Supply Chain Management Practices (GSCMP), and their role in achieving Sustainable Environmental Performance (SEP).
Study design/methodology/approach
A theoretical model grounded in Dynamic Capability (DC) theory was developed and tested using Partial Least Squares Structural Equation Modeling (PLS-SEM). Data were collected from 162 professionals involved in supply chain operations across various manufacturing sectors in Pakistan.
Findings
Results show that firm capabilities—such as technology, innovation, and relationship management—significantly impact the implementation of LM and GSCMP, both of which positively influence SEP. The study confirms the central role of dynamic capabilities in fostering resilience and sustainable performance during disruptive events.
Originality/value
This research uniquely integrates DC theory with LM and GSCMP in a crisis context. It adds to the literature by demonstrating how internal capabilities can drive sustainability and operational continuity in emerging economies under turbulent conditions.
Research limitations
Data variability, limited variables, cross-sectional design, and self-reported bias may restrict generalizability beyond Pakistan’s manufacturing sector and long-term insights.
Practical implications
Manufacturers should invest in dynamic capabilities to adapt to disruptions, drive sustainable practices, and ensure long-term performance.
Social implications
Enhanced supply chain sustainability supports environmental stewardship, community welfare, and industrial resilience in times of crisis.
Keywords
Technology Capability, Innovation Capability, Relationship Management Capability, Lean Manufacturing, Green Supply Chain Management Practices, Sustainable Environmental Performance.
Track
Management
Session Number/Theme
Management - Session II
Session Chair
Dr. Sajjad Nawaz Khan
Start Date/Time
14-6-2025 10:55 AM
End Date/Time
14-6-2025 12:35 PM
Location
MCS 4 1st Floor, AMAN CED Building
Recommended Citation
Ali, S. (2025). Sustainable Environmental Performance in Pakistan’s Manufacturing Industry: The Strategic Role of Organizational Capabilities, Lean Practices, and Green Supply Chains. IBA SBS 4th International Conference 2025. Retrieved from https://ir.iba.edu.pk/sbsic/2025/program/52
COinS
Sustainable Environmental Performance in Pakistan’s Manufacturing Industry: The Strategic Role of Organizational Capabilities, Lean Practices, and Green Supply Chains
MCS 4 1st Floor, AMAN CED Building
Purpose
Many businesses face existential threats due to disruptions like the COVID-19 pandemic, which severely impacted supply chain sustainability. This study explores the factors affecting business performance during crises, focusing on how firm capabilities influence Lean Manufacturing (LM) and Green Supply Chain Management Practices (GSCMP), and their role in achieving Sustainable Environmental Performance (SEP).
Study design/methodology/approach
A theoretical model grounded in Dynamic Capability (DC) theory was developed and tested using Partial Least Squares Structural Equation Modeling (PLS-SEM). Data were collected from 162 professionals involved in supply chain operations across various manufacturing sectors in Pakistan.
Findings
Results show that firm capabilities—such as technology, innovation, and relationship management—significantly impact the implementation of LM and GSCMP, both of which positively influence SEP. The study confirms the central role of dynamic capabilities in fostering resilience and sustainable performance during disruptive events.
Originality/value
This research uniquely integrates DC theory with LM and GSCMP in a crisis context. It adds to the literature by demonstrating how internal capabilities can drive sustainability and operational continuity in emerging economies under turbulent conditions.
Research limitations
Data variability, limited variables, cross-sectional design, and self-reported bias may restrict generalizability beyond Pakistan’s manufacturing sector and long-term insights.
Practical implications
Manufacturers should invest in dynamic capabilities to adapt to disruptions, drive sustainable practices, and ensure long-term performance.
Social implications
Enhanced supply chain sustainability supports environmental stewardship, community welfare, and industrial resilience in times of crisis.
