The coexistence of operational efficiency and environmental responsibility has led scholars and practitioners to study the integration of lean manufacturing and green management. By combining these methodologies organizations’ can reduce their environmental impact while at the same time streamline production. This paper conducts a systematic review of 98 peer-reviewed studies published from 2005 to 2024 that examined the relationship between lean thinking, green practices, and sustainable organizational performance. The integrative conceptual model of lean-green integration has been developed based on the resource-based view (RBV) theory, natural-resource-based view (NRBV) theory, and the dynamic-capabilities theory. In our synthesis four integration patterns has been identified viz. sequential adoption, parallel deployment, hybrid embedding and systemic co-evolution. Evidence consistently points to significant improvements in economic, environmental and social performance metrics for companies that achieve deep synergistic integration. Critical enablers are top-management commitment, cross-functional collaboration, supply-chain alignment, and digital infrastructure However, siloed implementation, lack of resources in Small and Medium Enterprises (SMEs) and inconsistent measurement frameworks are identified as persistent impediments. The review identified important research gaps regarding longitudinal assessments, industry-specific studies, and the new technologies in improving lean-green synergies. The findings provide an actionable guidance for practitioners, researchers, and policymakers while establishing a solid theoretical foundation for future empirical studies.
Joshi et al. (Wed,) studied this question.