Sustainable Performance

Objective : In recent years, big data analytics (BDA) technologies have garnered increasing attention from researchers. However, limited empirical research has explored the benefits of BDA in supply chain integration and lean operations and its influence on sustainable performance in the healthcare sector. To address this gap, the research aims to design and present a conceptual model to investigate the relationships among supply chain integration, lean operations, sustainable supply chain performance, and BDA capabilities. Methods : This research adopts a survey-based approach, using an online questionnaire to collect data from 104 public and private hospitals in Iran. Data analysis was conducted using structural equation modeling (SEM) via the Partial Least Squares Method (PLS-SEM).  Results : The results revealed that BDA capabilities directly improve sustainable supply chain performance. Moreover, lean operations and supply chain integration mediate between BDA capabilities and sustainable performance. It was also found that BDA capabilities enhance both lean operations and supply chain integration, with supply chain integration directly impacting lean operations. These findings suggest that BDA capabilities can be leveraged as a key enabler to strengthen lean operations, improve supply chain integration, and achieve sustainable supply chain performance. Conclusion : While some literature has addressed various aspects of supply chain digitalization, no prior research has specifically examined the potential impacts of BDA on sustainable and lean supply chain performance within the healthcare sector. The results offer meaningful contributions for academic researchers interested in the topic, business professionals specializing in digital supply chain management and sustainable operations, healthcare organizations, and any stakeholders seeking to better understand the influence of BDA on sustainable operations and overall business performance.

In recent years, escalating environmental crises have prompted a worldwide commitment to sustainable business practices, with the adoption of green initiatives and strategies emerging as a key solution. Organizational improvement is widely acknowledged as a crucial mechanism for implementing strategic programs and facilitating fundamental change within firms. This study examines the effects of green transformational leadership, green human resource management (GHRM), green innovation, and organizational support on the sustainable performance of manufacturing companies operating in the Shiraz Grand Industrial Park. Furthermore, it explores the moderating effect of perceived organizational support on the associations between green transformational leadership, GHRM, green innovation, and sustainable performance. Data were gathered through a structured questionnaire and analyzed using structural equation modeling (SEM) via AMOS software. The findings indicate that green transformational leadership, GHRM, and green innovation each exert a direct and significant positive influence on sustainable firm performance. These findings provide actionable insights for policymakers and managers aiming to design effective strategies for sustainable development.

Environmental instability and sustainability deficits remain critical threats to the continuity of small and medium‑sized enterprises (SMEs), particularly in pollution‑intensive sectors such as paints and resins. In Iran, the vulnerability of SMEs in this sector is largely rooted in unsustainable production practices and limited access to environmentally compatible raw materials. This study aims to identify and prioritize sustainability challenges and strategies, and to analyze their influence on sustainable performance criteria—integrating environmental, social, and economic dimensions. A two‑phase fuzzy Quality Function Deployment (QFD) model was employed under uncertainty. In the first phase, relationships between sustainability strategies and challenges were examined, with the fuzzy SWARA method applied to determine the relative weights of strategies in Isfahan’s paint and resin SMEs. The second phase analyzed interrelations between challenges and sustainable performance using the QFD “House of Quality” to map strategic leverage points. Findings from the fuzzy Delphi stage confirmed the validity of three primary constructs—strategies, challenges, and performance criteria. Results show that implementing sustainability strategies significantly mitigates core challenges such as financial constraints, volatility in raw‑material supply, and competitive market pressures. The analysis further identified emission reduction, energy efficiency, and product quality and durability as the most influential sustainability performance criteria. The study concludes that enhancing access to sustainable raw materials, supported by green financing and policy incentives, enables SMEs to reduce pollutant and greenhouse gas emissions, optimize resource use, and improve product longevity. Overcoming financial and sourcing barriers fosters technological innovation and operational efficiency, strengthening firms’ competitiveness in domestic and international markets. By integrating targeted fiscal, technological, and managerial interventions, Iran’s paint and resin SMEs can advance toward sustainability while contributing to national environmental and economic objectives.