Publication

Abstract : Purpose The modern business environment emphasizes operational performance and environmental responsibility as central elements of corporate strategy, particularly in resource-intensive sectors such as the textile industry. This study adopts a systematic and hierarchical framework to identify and empirically validate the drivers that enable the adoption of integrated green-lean practices in this industry. Design/methodology/approach This study employs a mixed-method approach. In the initial stage, 26 drivers are identified through a literature study and consultations with experts. Interpretive Structural Modeling (ISM) and Cross-Impact Matrix Multiplication Applied to Classification (MICMAC) are used to develop a hierarchical model and classify drivers based on their importance levels. Subsequently, 130 valid responses are collected from personnel from the Indian textile sector. Validation of the model and hypothesis testing are conducted using Structural Equation Modelling (SEM). Findings Foundational drivers such as “Environmental policies by management” and “5S Technique” prove to be the essential starting points for implementation. Conversely, strategic goals such as enhancing a sustainable brand image and achieving a competitive edge can only be reached once the key elements are in place. The SEM analysis confirms strong causal relationships, showing that lean implementation practices contribute to the development of green capabilities. Practical implications The proposed framework can provide managers with a structured approach to implement green-lean practices. This empowers organizations to run operations efficiently and in a structured manner, falling within the scope of sustainability. Originality/value This work integrates the green and lean paradigms of the textile industry. It provides a refined understanding of the causal links between operational practices and sustainable competitive advantage.