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This paper aims to extract the universal results or conclusions with high value from the existing research conclusions, further compares the research results of knowledge search and its various dimensions on the impact of enterprise innovation performance in the existing research and supports the decision of which knowledge search to give priority to in the context of limited resources.

Based on the resource-based theory and resource dependence theory, this paper uses meta meta-analysis method to quantitatively synthesize multiple representative literature on the relationship between knowledge search and enterprise innovation performance, build a theoretical model of knowledge search and its dimensions and enterprise innovation performance and explore the internal mechanism of enterprises to improve innovation performance through knowledge search.

The results show the following: knowledge search behavior promotes the innovation performance of Chinese enterprises; expanding the width of knowledge search and deepening the depth of knowledge search have a positive impact on improving the innovation performance of Chinese enterprises; enterprise scale, industry field, development stage and other factors regulate the contribution of knowledge search width and depth to improving the innovation performance of Chinese enterprises.

This paper effectively clarifies the regulatory role of each dimension of knowledge search, makes reasonable explanations for different conclusions that are ambiguous or conflicting and answers questions like how knowledge search is related to enterprise innovation performance and what kind of knowledge search is more effective so as to provide some useful practical guidance and inspiration for enterprises to carry out innovation activities.

The purpose of this study is to analyze the relationship between lean manufacturing and corporate environmental performance. Scholarly literature has extensively addressed the relationship between those two areas but empirical papers present mixed and inconsistent results, calling for further analysis to establish a clearer understanding of the actual relationship and to identify the causes of conflicting findings across studies. Given the importance of sustainable practices in the current business landscape, this paper aims to provide a comprehensive overview of this relationship through a meta-analysis of previous research, with a focus on integrating quantitative findings to shed light on the potential impact of lean manufacturing on environmental performance and report its intensity with Pearson’s correlation coefficient.

This paper analyzes the data from 29 primary studies published between 2001 and 2022 that have empirically measured the relationship between lean manufacturing and corporate environmental performance and that have been identified in the Web of Science and SCOPUS databases through an exhaustive review of the literature. To integrate previous empirical results and evaluate the evidence for the lean manufacturing’s influence on environmental performance, a meta-analytic methodology was adopted through the Hedges–Olkin random effect approach, based on correlations.

Main findings support the notion that a significant, positive, rather moderated, relationship exists between lean manufacturing and environmental performance, with an overall correlation coefficient r¯ = 0.25. The result seems robust, as several tests confirm that publication bias is unlikely. Overall, various lean practices are correlated to varying degrees with different measures of environmental performance. The environmental efficiency of external lean practices is higher than that observed for internal practices and quality management has a more pronounced effect than other internal lean practices. The 2008 global crisis did not change these relationships and the impact of lean manufacturing on environmental performance does not seem to be moderated by the degree of environmental awareness of the country where applied.

The results conclude that a significant, positive relationship exists between lean manufacturing and environmental performance (r¯ = 0.25). This study tests certain factors that exhibit varying effect sizes and moderate the overall outcome, highlighting that the environmental efficiency of external lean practices is higher than that observed for internal practices. In addition, it suggests a more pronounced effect of quality management among other internal lean practices.

This study provides companies with an opportunity to align their operational strategies with environmental sustainability goals. Understanding that various lean practices exhibit diverse levels of correlation with multiple measures of environmental performance, decision-makers can prioritize their efforts and apply the lean practices that have a stronger effect on the desired environmental outcomes to improve their environmental impact. Conversely, managers are aware that certain lean practices have a week relationship with some environmental performance so they can avoid overestimating environmental benefits of lean manufacturing. Finally, results underscore the importance of organizational commitment to environmental sustainability.

It is, to the best of the authors’ knowledge, the first meta-analytic study to investigate the strength of the association between lean manufacturing and environmental performance and to test whether various lean practices are correlated to different measures of environmental performance. It fills this gap in the literature and therefore it represents a valuable contribution to the field. In addition, this paper explores certain factors that moderate the overall outcome.

The objective of the study is to explore the mediatory role of the environmental performance of organisations on their economic and social performances. It demonstrates that implementing environmental management techniques should not only be done to comply with environmental regulations, but also as a means of improving social and economic performance.

The data were gathered from the manufacturing industry of Zimbabwe, and 302 useable responses were received. Data analysis was performed through structural equation modelling (SEM) using SMART PLS 3.

Improvement in environmental performance led to improvements in both social and economic performances. Also, environmental performance contributes the greatest total effect; hence, it deserves attention, not only for compliance but also for economic reasons.

Our goal is to quantify the extent to which environmental performance might improve the social and, more importantly, the economic performance of organisations. The study also explores the relative importance and performance of lean manufacturing (LM), green manufacturing (GM), social performance and environmental performance for purposes of prioritisation of organisational improvement initiatives.

This study sought to examine the interactional effect of emotional intelligence (EI) and supervisory support (SS) in the relationship between leader–member exchange (LMX) and work–family conflict (WFC).

The study adopted the survey research design, where 286 employees in the Ghanaian financial services sector were sampled for this study. The data retrieved from the respondents were quantitatively analyzed using descriptive and inferential statistics with the aid of IBM SPSS Statistics (Version 26.0), SmartPLS (Version 4.0) and the Hayes PROCESS macro.

As hypothesized, this study revealed that LMX positively and significantly relates to WFC, while EI and SS significantly moderated the relationship between LMX and WFC.

The findings of this study revealed the need for organizations to develop and implement policies that promote good leadership among employees.

This study fills the research gap in the Ghanaian financial service sector regarding the moderating effect of supervisory support and emotional intelligence in the nexus between leader–member exchange and employees’ work–family conflict.

Lean manufacturing (LM) is essential for businesses to remain competitive in today’s global economy and to meet the needs of consumers from three separate perspectives: price, dependability and production schedules. A fundamental goal of this research is to how lean management in manufacturing organization may improve product value for the customer, address customer concerns, minimize costs and boost the firm’s profitability.

The extensive literature analysis identified a number of LM enablers and manufacturing industry factors that might favorably affect the organizations operational performance. Initially, 16 enablers of LM and 16 factors operational performance were identified, which were later reduced to 8 factors each. After that, Grey-DEMATEL technique was applied to investigate the relationships between the factors by categorizing elements into two groups (cause and effect) and ranking them within each category.

The results show that F4 (Work Force Development) and F7 (Six Sigma) were the key enablers of LM. Similarly, F12 (Maintain Better inventory control/optimize inventory level) and F14 (Reduce conversion cost) are the key effect factors of operational performance. It eliminates inefficiencies in the production process and internal storage requirements while retaining a high level of dependability and flexibility in response to customer demands.

LM has unquestionably been a popular method for improving the production efficiency of industrial sectors for the last two decades. Despite the fact that LM has helped several firms reduce waste and thereby improve a range of efficiency metrics, many businesses are still struggling to effectively transform into lean firms. While previous studies have explored LM’s significance and its influence on different aspects of organizational metrics in various industries, this research pioneers in probing into the nuanced relationship between LM enablers and OP in a critical and procedure-intensive industry.