Table 1 Internal and external barriers... | Emerald Publishing

Table 1

Internal and external barriers

Barrier classification		Barriers	Description	Authors
Internal Barriers (IB)	IB1	Lack of top management commitment	The commitment of managers and support is important as they provide resources and knowledge, amongst others	Luthra et al. (2011), Mittal and Sangwan (2014b), Kumar et al. (2015), Abolhassani et al. (2016), Kumar et al. (2016), Mittal et al. (2016), Cherrafi et al. (2017a, b), Mathiyazhagan et al. (2017), Kaur et al. (2018), Machingura and Zimwara (2020), Narkhede et al. (2020), Osman et al. (2020), Sindhwani et al. (2020), Singh et al. (2020)
	IB2	Lack of awareness/information	Inadequate information on existing technology options	Mittal and Sangwan (2014b), Kumar et al. (2015), Cherrafi et al. (2017a, b), Mathiyazhagan et al. (2017), Kaur et al. (2018), Machingura and Zimwara (2020), Osman et al. (2020), Singh et al. (2020)
	IB3	Lack of organisational resources	Organisations' ability to attain improvements in organisational performance is hampered by a lack of technical and human resources	Mittal and Sangwan (2014b), Mittal et al. (2016), Mathiyazhagan et al. (2017), Sindhwani et al. (2020)
	IB4	Ineffective technology	The latest technologies are required to meet the requirements for proper Lean-Green results	Luthra et al. (2011), Mittal and Sangwan (2014b), Kumar et al. (2015), Jabbour et al. (2016), Kumar et al. (2016), Machingura and Zimwara (2020), Narkhede et al. (2020), Osman et al. (2020), Sindhwani et al. (2020), Singh et al. (2020)
	IB5	Lack of training and education	A lack of appropriate training may impede familiarising employees with relevant skills	Kumar et al. (2015), Jabbour et al. (2016), Kumar et al. (2016), Cherrafi et al. (2017a, b), Kaur et al. (2018), Machingura and Zimwara (2020), Osman et al. (2020), Singh et al. (2020)
	IB6	Resistance to change	Changing workers' mindsets from the traditional way of working is difficult. As a result, it is necessary to identify the employees who are hesitant to embrace new technologies and provide training to them, emphasising the benefits of Lean-Green	Abolhassani et al. (2016), Jabbour et al. (2016), Cherrafi et al. (2017a, b), Narkhede et al. (2020), Osman et al. (2020), Singh et al. (2020)
	IB7	Fear of failure	Is the fear of failing to attain intended improvements, leading to financial losses or the fear of product failure, resulting in a loss of competitive advantage	Abolhassani et al. (2016), Cherrafi et al. (2017a, b), Kaur et al. (2018)
	IB8	Poor quality of human resources	Employees have been recognised as a critical resource for those firms in their quest for success	Luthra et al. (2011), Kumar et al. (2015), Kumar et al. (2016), Cherrafi et al. (2017a, b), Kaur et al. (2018), Narkhede et al. (2020), Osman et al. (2020), Sindhwani et al. (2020)
	IB9	Company culture	Organisations are unwilling to leave the traditional way of operation and methodologies that have worked enough for them	Mittal et al. (2016), Cherrafi et al. (2017a, b), Machingura and Zimwara (2020), Osman et al. (2020), Singh et al. (2020)
	IB10	Financial constraints	Funds must be invested to reap economic, social and environmental benefits	Kumar et al. (2016), Mittal and Sangwan (2014a, b), Kumar et al. (2015), Jabbour et al. (2016), Cherrafi et al. (2017a, b), Kaur et al. (2018), Machingura and Zimwara (2020), Narkhede et al. (2020), Osman et al. (2020), Singh et al. (2020)
External Barriers (EB)	EB1	Weak legislation	Legislation and regulation are essential tools for the suitable governance of businesses as they offer a critical framework of operation	Mittal and Sangwan (2014b), Mittal et al. (2016)
	EB2	Low enforcement of laws and corruption	Ineffective adoption of laws, corruption and an insufficient monitoring mechanism	Mittal and Sangwan, (2014a), Mittal and Sangwan (2014b)
	EB3	Low public pressure	Low pressure from key social actors such as community, non-governmental organisations or politicians	Mittal and Sangwan (2014b)
	EB4	Uncertain future legislation	Future legislation may have unanticipated consequences for large investments in newer technologies	Mittal and Sangwan (2014b), Jabbour et al. (2016), Osman et al. (2020)
	EB5	Lack of government support	Many companies, especially SMEs, find it challenging to generate large initial capital and, as a result, require government assistance	Luthra et al. (2011), Cherrafi et al. (2017a, b), Mathiyazhagan et al. (2017), Kaur et al. (2018), Machingura and Zimwara (2020), Singh et al. (2020)
	EB6	Low customer demand	Due to price-sensitive and uninformed customers, there is a low demand from them	Mittal and Sangwan (2014b), Kumar et al. (2016), Mathiyazhagan et al. (2017), Kaur et al. (2018), Osman et al. (2020)
	EB7	Uncertain benefits	Uncertainty about the benefits that can be obtained after large investments have been made	Mittal and Sangwan (2014b), Kumar et al. (2015), Abolhassani et al. (2016), Kumar et al. (2016), Osman et al. (2020)

Barrier classification		Barriers	Description	Authors
Internal Barriers (IB)	IB1	Lack of top management commitment	The commitment of managers and support is important as they provide resources and knowledge, amongst others	Luthra et al. (2011), Mittal and Sangwan (2014b), Kumar et al. (2015), Abolhassani et al. (2016), Kumar et al. (2016), Mittal et al. (2016), Cherrafi et al. (2017a, b), Mathiyazhagan et al. (2017), Kaur et al. (2018), Machingura and Zimwara (2020), Narkhede et al. (2020), Osman et al. (2020), Sindhwani et al. (2020), Singh et al. (2020)
	IB2	Lack of awareness/information	Inadequate information on existing technology options	Mittal and Sangwan (2014b), Kumar et al. (2015), Cherrafi et al. (2017a, b), Mathiyazhagan et al. (2017), Kaur et al. (2018), Machingura and Zimwara (2020), Osman et al. (2020), Singh et al. (2020)
	IB3	Lack of organisational resources	Organisations' ability to attain improvements in organisational performance is hampered by a lack of technical and human resources	Mittal and Sangwan (2014b), Mittal et al. (2016), Mathiyazhagan et al. (2017), Sindhwani et al. (2020)
	IB4	Ineffective technology	The latest technologies are required to meet the requirements for proper Lean-Green results	Luthra et al. (2011), Mittal and Sangwan (2014b), Kumar et al. (2015), Jabbour et al. (2016), Kumar et al. (2016), Machingura and Zimwara (2020), Narkhede et al. (2020), Osman et al. (2020), Sindhwani et al. (2020), Singh et al. (2020)
	IB5	Lack of training and education	A lack of appropriate training may impede familiarising employees with relevant skills	Kumar et al. (2015), Jabbour et al. (2016), Kumar et al. (2016), Cherrafi et al. (2017a, b), Kaur et al. (2018), Machingura and Zimwara (2020), Osman et al. (2020), Singh et al. (2020)
	IB6	Resistance to change	Changing workers' mindsets from the traditional way of working is difficult. As a result, it is necessary to identify the employees who are hesitant to embrace new technologies and provide training to them, emphasising the benefits of Lean-Green	Abolhassani et al. (2016), Jabbour et al. (2016), Cherrafi et al. (2017a, b), Narkhede et al. (2020), Osman et al. (2020), Singh et al. (2020)
	IB7	Fear of failure	Is the fear of failing to attain intended improvements, leading to financial losses or the fear of product failure, resulting in a loss of competitive advantage	Abolhassani et al. (2016), Cherrafi et al. (2017a, b), Kaur et al. (2018)
	IB8	Poor quality of human resources	Employees have been recognised as a critical resource for those firms in their quest for success	Luthra et al. (2011), Kumar et al. (2015), Kumar et al. (2016), Cherrafi et al. (2017a, b), Kaur et al. (2018), Narkhede et al. (2020), Osman et al. (2020), Sindhwani et al. (2020)
	IB9	Company culture	Organisations are unwilling to leave the traditional way of operation and methodologies that have worked enough for them	Mittal et al. (2016), Cherrafi et al. (2017a, b), Machingura and Zimwara (2020), Osman et al. (2020), Singh et al. (2020)
	IB10	Financial constraints	Funds must be invested to reap economic, social and environmental benefits	Kumar et al. (2016), Mittal and Sangwan (2014a, b), Kumar et al. (2015), Jabbour et al. (2016), Cherrafi et al. (2017a, b), Kaur et al. (2018), Machingura and Zimwara (2020), Narkhede et al. (2020), Osman et al. (2020), Singh et al. (2020)
External Barriers (EB)	EB1	Weak legislation	Legislation and regulation are essential tools for the suitable governance of businesses as they offer a critical framework of operation	Mittal and Sangwan (2014b), Mittal et al. (2016)
	EB2	Low enforcement of laws and corruption	Ineffective adoption of laws, corruption and an insufficient monitoring mechanism	Mittal and Sangwan, (2014a), Mittal and Sangwan (2014b)
	EB3	Low public pressure	Low pressure from key social actors such as community, non-governmental organisations or politicians	Mittal and Sangwan (2014b)
	EB4	Uncertain future legislation	Future legislation may have unanticipated consequences for large investments in newer technologies	Mittal and Sangwan (2014b), Jabbour et al. (2016), Osman et al. (2020)
	EB5	Lack of government support	Many companies, especially SMEs, find it challenging to generate large initial capital and, as a result, require government assistance	Luthra et al. (2011), Cherrafi et al. (2017a, b), Mathiyazhagan et al. (2017), Kaur et al. (2018), Machingura and Zimwara (2020), Singh et al. (2020)
	EB6	Low customer demand	Due to price-sensitive and uninformed customers, there is a low demand from them	Mittal and Sangwan (2014b), Kumar et al. (2016), Mathiyazhagan et al. (2017), Kaur et al. (2018), Osman et al. (2020)
	EB7	Uncertain benefits	Uncertainty about the benefits that can be obtained after large investments have been made	Mittal and Sangwan (2014b), Kumar et al. (2015), Abolhassani et al. (2016), Kumar et al. (2016), Osman et al. (2020)

Source(s): Authors’ own work