Table 1 Research areas and authors in... | Emerald Publishing

Table 1

Research areas and authors in strategy integration

The research area	Author
Lean–green synergy (synergies between lean and green management): These authors have discussed the synergies and differences between the lean and green paradigms	Hallam and Contreras (2016); Bergmiller and McCright (2009); Cabral et al. (2012); Dües et al. (2013); Galeazzo et al. (2014)
Lean–green and organizational performance: These authors have discussed the impact of lean and green strategies/practices on the organizational financial performance. They have focused the individual impact of lean and green practices on the organizational performance, but not tested the possibility of implementation of lean and green simultaneously for improving the organizational performance	Farias et al. (2019); Thanki et al. (2016)
Lean–green synergy and sustainable performance: The author has focused on the relationships of lean, green manufacturing and sustainable performance. In this model lean approach has been explained through: problem-solving, process, philosophy and people. Then green approach has been explained through ISO 14001 Environmental Management System Standards. This model has been developed theoretically concerning only the manufacturing sector and not been empirically tested	Khalili et al. (2016)
Lean – green- social management and sustainable performance: The impact of integrated practices of lean, green, and social management systems on firm sustainability performance has been observed, getting evidence from Chinese Fashion Auto-Parts Suppliers	Wu et al. (2015)
The integration of lean, green and best practice business principles: The integration possibility of lean, green and best practice business principles has been studied in this paper	Weise et al. (2015)
Lean–green-agile-resilient practices – LARG index: This is an attempt to develop a benchmarking tool for improving the leanness, agility, resilience and greenness of the automotive supply chain	Azevedo et al. (2016)

The research area	Author
Lean–green synergy (synergies between lean and green management): These authors have discussed the synergies and differences between the lean and green paradigms	Hallam and Contreras (2016); Bergmiller and McCright (2009); Cabral et al. (2012); Dües et al. (2013); Galeazzo et al. (2014)
Lean–green and organizational performance: These authors have discussed the impact of lean and green strategies/practices on the organizational financial performance. They have focused the individual impact of lean and green practices on the organizational performance, but not tested the possibility of implementation of lean and green simultaneously for improving the organizational performance	Farias et al. (2019); Thanki et al. (2016)
Lean–green synergy and sustainable performance: The author has focused on the relationships of lean, green manufacturing and sustainable performance. In this model lean approach has been explained through: problem-solving, process, philosophy and people. Then green approach has been explained through ISO 14001 Environmental Management System Standards. This model has been developed theoretically concerning only the manufacturing sector and not been empirically tested	Khalili et al. (2016)
Lean – green- social management and sustainable performance: The impact of integrated practices of lean, green, and social management systems on firm sustainability performance has been observed, getting evidence from Chinese Fashion Auto-Parts Suppliers	Wu et al. (2015)
The integration of lean, green and best practice business principles: The integration possibility of lean, green and best practice business principles has been studied in this paper	Weise et al. (2015)
Lean–green-agile-resilient practices – LARG index: This is an attempt to develop a benchmarking tool for improving the leanness, agility, resilience and greenness of the automotive supply chain	Azevedo et al. (2016)