Environmental management and operational performance in automotive companies in Brazil: The role of human resource management and lean manufacturing

dc.contributorUniversidade Estadual Paulista (UNESP)
dc.creatorJabbour, Charbel José Chiappetta
dc.creatorDe Sousa Jabbour, Ana Beatriz Lopes
dc.creatorGovindan, Kannan
dc.creatorTeixeira, Adriano Alves
dc.creatorDe Souza Freitas, Wesley Ricardo
dc.date2014-05-27T11:29:01Z
dc.date2016-10-25T18:47:55Z
dc.date2014-05-27T11:29:01Z
dc.date2016-10-25T18:47:55Z
dc.date2013-05-01
dc.date.accessioned2017-04-06T02:22:03Z
dc.date.available2017-04-06T02:22:03Z
dc.identifierJournal of Cleaner Production, v. 47, p. 129-140.
dc.identifier0959-6526
dc.identifierhttp://hdl.handle.net/11449/75219
dc.identifierhttp://acervodigital.unesp.br/handle/11449/75219
dc.identifier10.1016/j.jclepro.2012.07.010
dc.identifierWOS:000319178200015
dc.identifier2-s2.0-84879931072
dc.identifierhttp://dx.doi.org/10.1016/j.jclepro.2012.07.010
dc.identifier.urihttp://repositorioslatinoamericanos.uchile.cl/handle/2250/895966
dc.descriptionThe main objective of this study is to verify the influence of Environmental Management (EM) on Operational Performance (OP) in Brazilian automotive companies, analyzing whether Lean Manufacturing (LM) and Human Resources (HR) interfere in the greening of these companies. Therefore, a conceptual framework listing these concepts was proposed, and three research hypotheses were presented. A questionnaire was elaborated based on this theoretical background and sent to respondents occupying the highest positions in the production/operations areas of Brazilian automotive companies. The data, collected from 75 companies, were analyzed using structural equation modeling. The main results are as follows: (a) the model tested revealed an adequate goodness of fit, showing that overall, the relations proposed between EM and OP and between HR, LM and EM tend to be statistically valid; (b) EM tends to influence OP in a positive and statistically weak manner; (c) LM has a greater influence on EM when compared to the influence HR has over EM; (d) HR has a positive relationship over EM, but the statistical significance of this relationship is less than that of the other evaluated relationships. The originality of this paper lies in its gathering the concepts of EM, LM, HR and OP in a single study, as they generally tend not to be treated jointly. This paper also provided valid empirical evidence for a littlestudied context: the Brazilian automotive sector. © 2012 Elsevier Ltd. All rights reserved.
dc.languageeng
dc.relationJournal of Cleaner Production
dc.rightsinfo:eu-repo/semantics/closedAccess
dc.subjectAutomotive sector
dc.subjectBrazil
dc.subjectEnvironmental management
dc.subjectHuman resource management
dc.subjectLean manufacturing
dc.subjectOperational performance
dc.subjectAutomotive companies
dc.subjectConceptual frameworks
dc.subjectStatistical significance
dc.subjectStructural equation modeling
dc.subjectAgile manufacturing systems
dc.subjectAutomotive industry
dc.titleEnvironmental management and operational performance in automotive companies in Brazil: The role of human resource management and lean manufacturing
dc.typeOtro


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