The lean link: exploring industry 4.0's influence on sustainable operational performance for services

Abstract

Purpose

This empirical study explores the intricate relationships between Industry 4.0 (I4), Lean practices and sustainable operational performance (SOP) within the dynamic context of the services sector. Rooted in the theoretical framework of Resource Orchestration Theory (ROT), the research investigates the nuanced interplay between these paradigms and their collective impact on firm performance.

Design/methodology/approach

The research methods included creation of a structural model, hypothesis formulation and advanced data analysis. Primary data were gathered through an online questionnaire distributed among service sector professionals. Analysis was completed using Partial Least Squares (PLS) Structural Equation Modeling (SEM) using the Smart-PLS software.

Findings

The results underscore the mediating role of Lean practices between I4 and SOP, emphasizing the imperative of harmonized integration to enhance overall firm performance. In alignment with ROT principles, the study illuminates the positive influence of Lean practices on sustainable operational outcomes.

Research limitations/implications

The study contributes to the scholarly discourse on I4, Lean and Services, emphasizing the strategic necessity of integrating I4 capabilities with Lean practices. Practical insights guide practitioners in orchestrating a balanced adoption of I4 and Lean practices for SOP. This research offers actionable insights for industry leaders seeking to cultivate SOP within their organizational contexts.

Originality/value

This study contributes to the evolving understanding of the interplay between I4, Lean practices and SOP within the services sector, offering novel insights for both academia and industry practitioners.

Citation

Sharma, S., Gupta, N. and Thakur, P. (2024), "The lean link: exploring industry 4.0's influence on sustainable operational performance for services", International Journal of Quality & Reliability Management, Vol. 41 No. 7, pp. 1920-1941. https://doi.org/10.1108/IJQRM-12-2023-0372