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The purpose of this paper is to present the innovation management program (IMP) (FAZ Program) and analyze its results according to the public policy goals that support it (Pró-Inova) suggesting improvements.

Intensive-direct-observation method in 43 companies; systematic data gathering and analysis (172 meeting documents); and innovation maturity diagnostics in 30 companies between August 2013 and May 2016.

The FAZ Program success rate according to the Pró-Inova goals achieved 81 percent. The percentage of completion of FAZ activities decreases during its implementation from 100 percent (strategic module) to 74 percent (management module) and ending at 46 percent (project module). The maturity for innovation of these committees/teams is decisive for those percentages. Companies whose maturity for innovation of the strategic committee and the organizational team are above average or excellent have, respectively, 1.8 and 1.7 times greater probability of implementing the program successfully.

The FAZ Program represents only 4 percent of the programs supported by Pró-Inova. The innovative products, processes and businesses produced by the FAZ Program implementation are not measured. These innovations usually happen several years after an innovative management models implementation.

The maturity for innovation diagnosis is useful both to evaluate the company’s innovation capacity and to predict its chances of implementing the program successfully. Adjusting the structure of the model (e.g. PDCA cycle for the organizational module) and improving the program’s implementation (e.g. ensure management module resources and maturity for innovation capacity) can increase the program’s success rate.

Previous research works on IMPs supported by Pro-Inova focus on describing their methodology or benefits. The results allow answering what and how one of these programs offers in a return to the public innovation support received.

Exploring the Lean and Green relationship goes back to the beginnings of Lean manufacturing. Most cases established that companies implementing Lean have Green results. However, there are Lean practices with a higher impact on Green, but others with less impact. Therefore, this paper presents research that explores the relationship between Lean and Green in manufacturing companies and aims to determine whether Lean practices have a higher association with Green aspects.

A survey was conducted amongst manufacturing firms to determine their Lean Index (LI). The internally related elements of the Lean construct determined each firm’s LI, whilst Cronbach alpha determined internal LI consistency. The survey also identified firms developing six Green aspects: International Organisation for Standardisation (ISO) 14001, ISO 50001, general Green aspects and the specific aspects of materials, energy and water. An individual sample t-test shows different LI levels of association for each Green aspect. Binomial logistic regression shows the LI element association for each Green aspect.

LI is higher at firms reporting the inclusion of Green aspects. More than half of LI components have a statistically relevant association with the six Green aspects. In general, Ishikawa diagrams had the highest association with Green aspects whilst the lowest was seen in workers as improvement initiators. By grouping the LI elements into their categories, the Lean practices related to controlling processes have a higher association, whilst the involvement of employees has the lowest.

Further research found in this paper identifies the possibilities for investigating the specificities of each Lean tool to develop Green aspects in companies.

Practitioners learn that Lean and Green are not separate issues in business. This article provides evidence that Lean practices in place at companies are already associated with Green aspects, so integration may already be happening.

This paper provides specifics on the relationship between each Lean practice and developing Green aspects. Thus, this paper specifies the Lean practices that contribute most to Green efficiency to support the joint development of both themes.

The purpose of this paper is to identify the influence of the company’s reputation and individual consumer involvement in the relationship between satisfaction, loyalty and willingness to pay more for a product.

The method used is quantitative, by means of a survey with real consumers of automotive services of two vehicle dealerships, whose data were analyzed through linear regression analysis and conditional analysis of moderation.

The authors have identified that the relationship between satisfaction and loyalty and between loyalty and willingness to pay more for a product is entirely moderated by the (high) reputation of the brand and the (high) individual involvement of the consumer.

The study contributes to marketing managers as it demonstrates effect of brand reputation and involvement. Therefore, it is understood that these variables need to be considered in satisfaction surveys, as it has been proven that satisfaction alone cannot explain the variables of business performance (loyalty and willingness to pay).

The greatest innovation of this study is the identification of the total moderation between stated satisfaction and loyalty and between satisfaction and willingness to pay more. It has been demonstrated that high levels of brand reputation coupled with high levels of consumer involvement account for the fully dependent variables.