Journal of Cleaner Production 47 (2013) 129e140

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Journal of Cleaner Production

journal homepage: www.elsevier.com/locate/jclepro

Environmental management and operational performance

in automotive companies in Brazil: the role of human resource
management and lean manufacturing
Charbel Jos Chiappetta Jabbour a, *, Ana Beatriz Lopes de Sousa Jabbour a,
Kannan Govindan b, Adriano Alves Teixeira c, Wesley Ricardo de Souza Freitas d
a

UNESP, Univ Estadual Paulista (The Sao Paulo State University), Avenida Engenheiro Edmundo Carrijo Coube, Bauru, So Paulo State,
CEP 17033360, Brazil
University of Southern Denmark, Department of Business and Economics, Odense 5230, Denmark
c
Federal University of Mato Grosso do Sul, Paranaiba, BR497, KM12, MS 79500-000, Brazil
d
USP, University of Sao Paulo, Avenida Bandeirantes, 3900, Ribeirao Preto, Sao Paulo State, CEP 14040905, Brazil
b

a r t i c l e i n f o

a b s t r a c t

Article history:
Received 14 March 2012
Received in revised form
21 June 2012
Accepted 5 July 2012
Available online 25 July 2012

The main objective of this study is to verify the inuence of Environmental Management (EM) on
Operational Performance (OP) in Brazilian automotive companies, analyzing whether Lean
Manufacturing (LM) and Human Resources (HR) interfere in the greening of these companies. Therefore,
a conceptual framework listing these concepts was proposed, and three research hypotheses were
presented. A questionnaire was elaborated based on this theoretical background and sent to respondents
occupying the highest positions in the production/operations areas of Brazilian automotive companies.
The data, collected from 75 companies, were analyzed using structural equation modeling. The main
results are as follows: (a) the model tested revealed an adequate goodness of t, showing that overall, the
relations proposed between EM and OP and between HR, LM and EM tend to be statistically valid; (b) EM
tends to inuence OP in a positive and statistically weak manner; (c) LM has a greater inuence on EM
when compared to the inuence HR has over EM; (d) HR has a positive relationship over EM, but the
statistical signicance of this relationship is less than that of the other evaluated relationships. The
originality of this paper lies in its gathering the concepts of EM, LM, HR and OP in a single study, as they
generally tend not to be treated jointly. This paper also provided valid empirical evidence for a littlestudied context: the Brazilian automotive sector.
2012 Elsevier Ltd. All rights reserved.

Keywords:
Environmental management
Lean manufacturing
Human resource management
Operational performance
Automotive sector
Brazil

1. Introduction
The intensication of environmental concerns has been leading
companies to adopt environmental management practices at an
increasing rate (Boiral, 2006; Gonzlez-Benito, 2006). One of the
arguments favoring the adoption of these environmental
management practices is that they can benet rms, giving rise to
the so-called green and competitive (Porter and Van Der Linde,
1995; Hunt and Auster, 1990; Berry and Rondinelli, 1998; MolinaAzorin et al., 2009). Among those benets that can be ascertained
from environmental management is the improvement in rms
operational performance, such as a reduction in production costs
(Porter and Van Der Linde, 1995). However, specialized literature
* Corresponding author.
E-mail
addresses:
(C.J.C. Jabbour).

cjabbour@terra.com.br,

prof.charbel@gmail.com

0959-6526/$ e see front matter 2012 Elsevier Ltd. All rights reserved.
http://dx.doi.org/10.1016/j.jclepro.2012.07.010

afrms that environmental management can create synergy with

management practices from other areas in a rm (Wagner, 2007).
Two management areas have gained prominence as targets of
effective environmental management (Wilkinson et al., 2001). The
rst is operations/manufacturing management, which, because it
processes resources, has signicant environmental effects. The
second area is human resources, which may inuence the performance of new organizational objectives, such as those related to
environmental performance.
The ability of the operations/manufacturing area to support
environmental management tends to be greater when the
company adopts Lean Manufacturing practices (Gonzlez-Benito
and Gonzlez-Benito, 2008). This type of relationship has become
known as the Lean and Green hypothesis and has been analyzed
by several authors (Simpson and Power, 2005; Rothenberg et al.,
2001; King and Lenox, 2001; Yang et al., 2011; Maxwell et al.,
1998). These authors argue that, in general, waste reduction in

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manufacturing contributes to environmental management

(Simpson and Power, 2005) through greater efciency in the use of
production resources (Rothenberg et al., 2001) and the adoption of
cleaning practices and improved organization of the productive
environment (King and Lenox, 2001), which can generate
competitive advantages (Yang et al., 2011).
On the other hand, the support of human resource management
practices is also considered fundamental for adopting environmental management practices (Jackson et al., 2011; Govindarajulu
and Daily, 2004; Sarkis et al., 2010). These researchers afrm that
human resource management must align its practices (such as
recruiting, selection, performance evaluation, and training) with
environmental management objectives. This process is called
Green Human Resource Management (Renwick et al., 2008), which
follows the hypothesis that a more intense alignment between
human resources and environmental issues leads more rms to
adopt environmental management practices (Bohdanowicz et al.,
2011; Jabbour et al., 2010).
However, there are no studies which integrate Environmental
Management (EM), Operational Performance (OP), Lean
Manufacturing (LM) and Human Resources (HR). There are few
studies that partially investigate these relationships. For example,
Jabbour et al. (2012) analyze the relationship between environmental management and operational performance; May and
Flannery (1995) investigate the relationship between environmental management and human resources; Rothenberg et al.
(2001) analyze the relationships between lean manufacturing and
environmental management. There is thus an opportunity for
research that fully analyzes this relationship. Ideally, this relationship should rst be veried in the automotive industrial sector,
which is considered by some researchers (Womack et al., 2004) to
be a pioneering industry for management practices and tendencies.
Brazil was chosen as the country of analysis due to the growing
interest of its researchers in environmental management as well as
the high relevance of the automotive sector in the countrys GDP.
Therefore, this studys main objective is to verify the inuence of
environmental management on the operational performance of
Brazilian automotive companies, analyzing whether lean
manufacturing and human resource management play a role in the
greening of these companies. Based on this objective, this paper
tests a conceptual framework based on structural equation
modeling. In the face of the other statistical techniques available,
structural equation modeling is advantageous because (a) it
permits researchers to test more complex conceptual frameworks,
guaranteeing a more robust and holistic statistical analysis (Ismail
et al., 2012), and (b) it permits the simultaneous analysis of the
relationships between a broad range of variables (Hair et al., 2011).
The following sections of this paper introduce the studys
conceptual framework with its respective research hypotheses
(Section 2). This study also details the methodological procedures
used for collecting and analyzing data (Section 3), presents the
results and discusses them in light of the literature (Section 4) and,
in the conclusion, discusses the main implications of this study and
describes a proposal for future studies (Section 5).

2. Research hypotheses and conceptual framework

According to Haden et al. (2009), environmental management
concerns the complete incorporation of environmental objectives
and strategies to the broader objectives and strategies pursued by
the organization. Jabbour (2010) complements this denition,
suggesting that environmental management be based on
a systemic approach incorporating environmentally conscious
strategy at every level of the organization.

Several factors can lead a company to adopt environmental

management practices (Berry and Rondinelli, 1998). According to
Gonzlez-Benito (2006), stakeholder pressure is the main factor
driving organizations toward more advanced environmental
management. More advanced environmental management can
also improve a companys nancial performance (Molina-Azorin
et al., 2009) and increase the companys manufacturing
competitiveness, promoting cost reductions, quality improvements and the generation of new products and processes (Yang
et al., 2010).
In addition, especially with the advances of the populations
environmental awareness, companies that invest in environmental
management may increase in worth through green marketing
initiatives (Woolverton and Dimitri, 2010). Another means of
increasing worth occurs when organizations announce their
adoption of ISO 14001 environmental management systems, which
tends to generate an increase in share value traded on stock
exchanges (Jacobs et al., 2010).
There is thus an emerging consensus in the literature (Darnall
et al., 2008; Iraldo et al., 2009; Crowe and Brennan, 2007; Vachon
and Klassen, 2008; Yang et al., 2010; Gonzlez-Benito, 2005;
Sroufe, 2003) that there are positive results correlating the adoption of environmental management practices with the organizations performance, gauged through various indicators, especially at
environmentally proactive organizations.
It is believed that the adoption of these environmental
management practices (Table 1) may generate advantages in
several measures of operational performance in organizations

Table 1
Variables related to environmental management.
Environmental
management (EM)
variables/practices

Measures/denition

Clear policy of
Clear policy of valorization
valorizing environmental of environmental management
management (EM1)
through a precise declaration
from business directors about
the main environmental
aspects and impacts generated.
Environmental training for Environmental training for all
all employees (EM2)
employees aimed at promoting
environmental policy and
permitting employee awareness
of their activities environmental
impacts.
3Rs (Reduction, Reuse and 3Rs, comprising Reduction,
Recycling applied to
Reuse and Recycling applied
water, electric energy
to water, electric energy, paper
and paper) (EM3)
and other natural inputs,
increasing business productivity.
Development of products
Development of products with
with smaller
smaller environmental impacts.
environmental
impacts (EM4)
Development of production Development of production
processes with smaller
processes with smaller
environmental impacts
environmental impacts.
(EM5)
Supplier selection based on Vendor selection based on
environmental criteria
environmental criteria.
(EM6)
ISO 14001 or other
Environmental management
Environmental
systems (ISO 14001
Management
and/or others).
System (EM7)
Voluntary promotion of
Voluntary promotion of
information on
information on environmental
environmental
performance.
performance (EM8)

Source

Boiral (2006)

Daily and
Huang (2001)

Marcus and
Fremeth (2009)

Sarkis (2001)

Sarkis (2001)

Jabbour and
Jabbour (2009)
ABNT NBR
ISO 14001
(2004)
Boiral (2006)

C.J.C. Jabbour et al. / Journal of Cleaner Production 47 (2013) 129e140

(Table 2), here including costs, quality, exibility, delivery, new

product development and time-to-market for new products.
Thus, the rst hypothesis of this study is: H1 e The adoption of
environmental management practices has a positive correlation
with the organizational performance of companies in Brazils
automotive sector.
However, environmental management should be complemented with the management of human and behavioral
elements supporting environmental management practices,
which have been gaining strength (Perron et al., 2006) and
require support from human resource management (Jackson
et al., 2011), through the HR practices (Table 3) in pursuit of
environmental management objectives. This study assumes that
more efcient and effective resource management practices lead
the human resources eld to better understand the organizations
objectives and goals and to be better able to contribute to
achieving these goals (Collins and Clark, 2003). In this sense,
Huselid et al. (1997) afrm that more effective human resource
practices are associated with higher organizational performance
because their human resource departments are better equipped
to contribute to the achievement organizational goals. Osman
et al. (2011) afrm that human resource practices are positively
related to the performance of Malaysian rms as well. Therefore,
organizations human resources e as well as practices for their
proper management when efcient and with efcacy e are
essential drivers of a sustained competitive advantage (Jamrog
and Overholt, 2004; Voorde et al., 2010).
In the specialized literature, this process of support from HR to
EM objectives is called Green Human Resource Management
(GHRM) (Renwick et al., 2008). GRHM concerns the alignment of
several practices in human resource management (recruiting,
selection, training, performance evaluation, rewards, etc.) with
a companys environmental management objectives (Renwick
et al., 2008; Muller-Carmem et al., 2010).

Table 2
Variables related to operational performance.
Operational
performance
(OP) variables

Measures/denition

Source

Cost (OP1)

Seeks the lowest price

compared to competitors,
the lowest total production
cost, or the highest production
capacity.
Refers to the time needed to
place a product in a market, that
is, from conception to availability
at the nal point of sale.
Entry of products into a specic
market aiming to attract new
consumers and/or retaining
current ones. Related to products
with new characteristics and
functionalities.
Zero-defect manufacturing or
manufacturing of durable
products.

Hayes and Wheelwright

(1984), Gonzlez-Benito
(2005), Gonzlez-Benito
(2006)

Time-to-Market
(OP2)

New Products
(OP3)

Quality (OP4)

Flexibility
(OP5)

Delivery
(OP6)

Quick changes in product design,

quick introduction of new
products, quick changes in
production volume, broad variety
of products, or quick changes in
product mix.
Quick delivery or reliability in
timely deliveries.

Gonzlez-Benito
(2005), Gonzlez-Benito
(2006)
Gonzlez-Benito
(2005), Gonzlez-Benito
(2006)

Hayes and Wheelwright

(1984), Gonzlez-Benito
(2005), Gonzlez-Benito
(2006)
Hayes and Wheelwright
(1984), Gonzlez-Benito
(2005), Gonzlez-Benito
(2006)

Hayes and Wheelwright

(1984), Gonzlez-Benito
(2005), Gonzlez-Benito
(2006)

131

Table 3
Human resource practices.
Human resources (HR) Measures/denition
variables/practices

Source

Recruiting and
selection (HRM1)

Dessler (2003)

Training (HRM2)

Performance
Evaluation (HRM3)

Rewards (HRM4)

Benets (HRM5)

Recruiting consists of attracting

new people to company, and
selection consists of choosing
the right people for a job.
A planned organizational action
that permits acquiring technical
and behavioral skills while
contributing to the development
of cognitive strategies that can
make the individual more apt to
perform current or future functions.
Process that aims to determine an
employees work results; one of its
main functions is to offer a reason
for compensating his results and
efforts.
The term refers to all monetary
payments and all goods or
merchandise used to reward
employees.
These are the benets and
conveniences shared by the
organization and by employees
that are not part of the direct
salary.

Borges-Andrade
(2002)

Trk and
Roolaht (2007),
Stoner and
Freeman (1999),
Robbins and
Decenzo (2004)
Daft (1999),
Hipolito (2002)

Oliveira and
Leone (2008),
Bateman and
Snell (1998)

Some practical results conrm the importance of HR for EM: (a)

Sarkis et al. (2010) conducted a survey with 157 large companies in
Spains automotive sector. They concluded that environmental
training is a mediating variable for the success of environmental
management practices in analyzed companies; (b) Jabbour et al.
(2010) observed in a survey with 94 Brazilian companies that
more evolved environmental management leads to more support
from human resource practices.
We thus present H2 e The adoption of human resource
management practices has a positive correlation with the environmental management of companies in Brazils automotive sector.
According to King and Lenox (2001), the logic of organization
and cleaning in lean production practices has the benets of waste
reduction and a lower risk of accidents. Maxwell et al. (1998) found
implementations of lean production to be dedicated to a philosophy of waste reduction that could be easily understood to achieve
the objectives of environmental protection. Vais et al. (2006)
suggest that to become lean and environmentally friendly, the
organization should focus on energy consumption and material
residue, which are the inputs and outputs of a transformation
system. In this context, it can be stated that the adoption of lean
production practices improves the organizations environmental
performance.
Yang et al. (2011) state that it is important for manufacturing
companies to implement lean production practices with environmental management as a means of obtaining eco-advantages
through improvements in environmental performance. According
to Des et al. (2013), companies can use lean practices as a catalyst
for greening the supply chains because lean and green have
overlapping practices and elements.
Some studies reported how lean manufacturing practices
(Table 4) can positively inuence actions geared toward corporate
environmental management. Maxwell et al. (1998), Rothenberg
et al. (2001) and Simpson and Power (2005) stressed the importance of involving employees, whether to intervene in the process
to avoid failures (that cause rework and unnecessary use of
resources) or to commit to and propose improvements related to

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Table 4
Variables related to lean production practices.
Lean manufacturing Measures/denition
(LM) Variables/
Practices
Multifunctional
involvement in
the process
(LM1)
Continuous
improvement
(LM2)

5S (LM3)

Total productive
maintenance
(LM4)

Kanban (LM5)

Just-in-Time
(LM6)

Lot reduction/stock
reduction (LM7)

Improvement
circles/kaizen
circles (LM8)

Vendor
development/
collaboration
(LM9)

Source

Development of employee
skills and incentive for
autonomy to avoid failures
throughout the process.

Biazzo and Panizzolo

(2000), Shah and
Ward (2003), Bhasin
and Burcher (2006),
Pettersen (2009).
Seeks incremental continuous
Biazzo and Panizzolo
improvement in quality, costs,
(2000), Shah and
delivery and the project.
Ward (2003), Bhasin
and Burcher (2006),
Pettersen (2009).
A form of visual management
Biazzo and Panizzolo
for reducing disorder and
(2000), Shah and
inefciency in the productive
Ward (2003), Bhasin
and administrative environments. and Burcher (2006),
Pettersen (2009).
Aims to improve machine
Biazzo and Panizzolo
reliability and capacity through
(2000), Shah and
periodic maintenance regimes.
Ward (2003), Bhasin
and Burcher (2006),
Pettersen (2009).
Card system for creating a
Biazzo and Panizzolo
pulled ow.
(2000), Shah and
Ward (2003), Bhasin
and Burcher (2006),
Pettersen (2009).
Seeks a continuous production
Biazzo and Panizzolo
ow.
(2000), Shah and
Ward (2003), Bhasin
and Burcher (2006),
Pettersen (2009).
Formation of small production
Biazzo and Panizzolo
lots to reduce stock in process
(2000), Shah and
and to increase variety.
Ward (2003), Bhasin
and Burcher (2006),
Pettersen (2009).
Promote systematic discussions
Biazzo and Panizzolo
between operators and managers (2000), Shah and
for better incremental continuous Ward (2003), Bhasin
improvement.
and Burcher (2006),
Pettersen (2009).
Activities geared toward
Biazzo and Panizzolo
developing relationships
(2000), Shah and
with the vendor to obtain
Ward (2003), Bhasin
their collaboration.
and Burcher (2006),
Pettersen (2009).

the improved use and conservation of inputs. In this same sense,

quality circles are another form of promoting this involvement, as
they provide employees with training and workshops intended to
motivate them to participate in projects for environmental efciency and to engage in responsible consumption (Vais et al.,
2006).
Vais et al. (2006) also cite the 5S and total productive maintenance as lean production practices that aid environmental
management. The 5S provide guidelines to the organization and
cleaning to avoid the incorrect disposal of waste and incorrect use
of inputs. Total productive maintenance aims at the periodic review
of equipment based on simple adjustments (cleaning, lubrication,
calibration, etc.) to increase the useful life of equipment and its
efciency (Donaire, 1999).
According to Pojasek (2008), lean production practices adhere to
several ISO 14001 standards. Examples of such practices are
seeking the root cause of a problem and thus applying corrective
actions, creating conditions for preventing failures (jidoka/poka
yoke) and thus elaborating emergency action procedures, and
providing continuous improvement based on critical analysis by

top management. King and Lenox (2001) and Rothenberg et al.

(2001) veried that high levels of pollution prevention occur at
plants that use lean production practices, among other reasons, due
to stock reductions. Another prominent factor according to
Simpson and Power (2005) and Corbett and Klassen (2006) is the
importance of supplier collaboration in the environmental
improvement process, as suppliers are responsible for providing
inputs that directly affect the environmental efciency of the nal
product.
This study thus proposes H3 e The adoption of lean
manufacturing practices has a positive correlation with the environmental management of companies in Brazils automotive sector.
From a review of the extant literature, a conceptual framework
is proposed and shown in Fig. 1.
This theoretical framework was empirically tested following the
methodological procedures below.
3. Methodology
3.1. Methodological framework
Based on the existing gap in research combining environmental
management, operational performance, human resources and lean
manufacturing applied to the Brazilian context, it was decided to
conduct a quantitative study. This approach was chosen because for
all the individual concepts analyzed, quantitative scales already
exist in specialized literature. It thus was possible to conduct
a survey. Fig. 2 shows the ow of procedures and methodological
choices for this survey.
3.2. Industrial sector studied
The Brazilian automotive sector, specically the auto parts
sector, is the target of this study. Brazils automotive sector began in
the 1950s and has since evolved into 26 car manufacturers with 53
factories supplied by more than 5000 auto part companies, with an
installed production capacity of 4.3 million vehicles and 109
thousand farm machines per year, positioning Brazil as one of the
six biggest producers of vehicles in Brazil (Anfavea, 2011).
Based on data from 2010 it is possible to afrm that the sector
employs approximately 1.5 million people, earns more than US$
107.6 billion annually (including auto parts), has a total production
totaling 5.2% of Brazils gross domestic product (GDP), and can
reach 22.5% of GDP if all indirect effects are considered (Anfavea,
2011).
This extensive growth in the sector should not be attributed
only to the car manufacturers because it was made possible by the

Human Resources
(HR)

H2

Environmental Management
Practices (EM)

H1

H3

Lean Manufacturing
(LM)
Fig. 1. Research framework.

Operational
Performance (OP)

C.J.C. Jabbour et al. / Journal of Cleaner Production 47 (2013) 129e140

3.4. Data collection

Gap in literature and

Brazilian context
Objective of the study
Hypotheses H1, H2 and H3

Research Framework

Empirical Test

Methodological Procedures

Survey Study
Brazilian Automotive
Sector

Respondents:
Operations
Directors/Managers

Elaboration and Test of

the Questionnaire

75 valid questionnaires

Use of Structural
Equation Modeling

Results/Discussions

133

Model Test

Hypotheses Test

Final Considerations
Fig. 2. Flow of procedures and methodological choices for this survey.

installation of the auto part industry, which together with the

manufacturers was responsible for several innovations, such as
ex-fuel engines and other technological adaptations to the Brazilian market.

3.3. Questionnaire building

A data collection instrument was planned for collecting data
based on a structured questionnaire about the concepts previously
reviewed in Section 2 that were elaborated according to the
recommendations contained in Synodinos (2003).
The questionnaire contains information on the characterization
of respondent companies and four blocks of assertions: one for the
Environmental Management construct, one for Lean
Manufacturing, one for Human Resources and the last for
Operational Performance. Altogether, the questionnaire presents
eight assertions about environmental management (one for each
environmental practice), nine about the lean manufacturing
construct, ve about human resource management and six about
operational performance (one for each measure of operational
performance). The rst version of the questionnaire was submitted
for content validation through an analysis of ve researchers in the
area, as well as the adjustment to conceptual presuppositions. In its
nal version, the questionnaire was hosted in a virtual environment
specically elaborated for this research.
A 5-point Likert scale was adopted, where 1 represents totally
disagree and 5 represents totally agree.

The research data were collected between October 2010 and

March 2011. First, e-mail addresses and telephone information for
654 automotive sector companies (auto part segment) located in
Brazil were collected at the National Automotive Vehicle Component Industry Union. E-mails were sent to respondents occupying
the highest positions in production/operations areas at Brazilian
automotive companies. The e-mails contained a brief explanation
about the study and an invitation for the operations/manufacturing
manager to participate. The choice of the operations/
manufacturing manager was made because the operations/
manufacturing area generates most of the environmental impacts
and is responsible for several operational performance measures. It
is also the area responsible for LM practices. In addition, because
the operations/manufacturing manager is a line manager, he
should be familiar with the HR practices for managing operations/
manufacturing area employees.
The e-mail contained a link to direct the target respondent
directly to the questionnaire hosted in the studys virtual environment. Phone calls were also made to increase the return of valid
questionnaires, and an attempt was made to contact the employees
responsible for the companys production area.
A total of 72 questionnaires was collected through the research
site, and 4 questionnaires were collected from alternative means, as
requested by the respective respondents. In all, 76 questionnaires
were obtained, 1 of which was discarded due to being incomplete,
leading to a total response rate of 11.11% (75 valid questionnaires),
a number considered adequate compared to the percentages suggested by Synodinos (2003) and Large and Thomsen (2011).
Murillo-Luna et al. (2011) state that response rates greater than 6%
can already be considered adequate for attempts at extrapolating
results, especially in studies that apply structural equation
modeling. As will be seen in the next section, goodness of t (GoF),
a general adjustment indicator for the statistical model, achieved
good scores for this study, which also indicates that the sample was
adequate (see Section 4). Each lled-out questionnaire automatically fed a data spreadsheet for subsequent statistical processing.
3.5. Analysis of results
The conceptual framework (presented in Section 2) guided the
data analysis process, which involved the use of statistical procedures with the support of data spreadsheets from the Statistical
Package for Social Sciences (Version 19.0) and SmartPLS 2.0. Section
4 presents the statistical procedures associated with each of the
results obtained in detail and shows a consolidation table validating or rejecting the studys hypotheses.
The statistical tests involved the following boundaries for
application:

Adjustment of the sample for each individual factor using the
KMO (Kaiser-Meyer-Olkin) test. The KMO test veries the
correlation value between the variables, and if the value is
small, the KMO test near zero the sample can be inadequate. On
the other hand, a value close to 1 can be considered adequate
(Hair et al., 2005);

Using Principal Components Analysis to group variables into
factors (Hair et al., 2005);

Calculating Cronbachs Alpha for each factor. Cronbachs Alpha
is used to measure construct reliability. Reliability is understood as the measure of internal consistency of responses
between respondents for a single construct (Kline, 2005);

Bartletts Test of Sphericity. Bartletts test evaluates the
hypothesis that the correlation matrix is the identity matrix,

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where the determining factor equals one (Pestana and Gageiro,

2003). This test is used to analyze the correlation matrix as
a whole;
Main diagonal of the anti-image matrix, which should present
values greater than 0.6. (Hair et al., 2005);
Variable communalities, which explain the adherence of
a given variable to the diverse factors of a factorial analysis
(Hair et al., 2005);
The eigenvalues for each factor, from which factors with values
equal to or greater than 1.0 were extracted. A factors eigenvalue indicates how much data cloud variance is absorbed by it
(Aranha and Zambaldi, 2008);
R2 values near 0.75, 0.50 and 0.25 are considered substantial,
moderate and weak, respectively (Hair et al., 2011);
The t test value near 1.65, 1.96 and 2.58 are considered with
signicance levels of 10%, 5% and 1%, respectively (Hair et al.,
2011);
GoF (goodness of t statistics), which measures the overall
statistical tness of the model tested, can have values of GoFsmall 0.1; GoF-medium 0.25; GoF-large 0.36 (Wetzels
et al., 2009).

The application of these statistical measures will be shown

below as part of the presentation of the empirical test of the
proposed conceptual model.
4. Results and discussions
The reduction of data for all variables from the Environmental
Management (EM) construct, the Lean Manufacturing (LM)
construct, the Human Resources (HR) construct and the Operational Performance (OP) construct was performed using Principal
Component Analysis (PCA) through the varimax method (Appendix
1e4).
In relation to the Environmental Management Construct (EM),
only one factor was formed, explaining an accumulated variance of
approximately 74.38%, with an eigenvalue of 5.95 and proper values
in the main diagonal of the anti-image matrix (0.848; 0.821; 0.925;
0.863; 0.852; 0.951; 0.930; 0.908). The KMO test, which assesses
sample tness, was 0.882, an adequate level, as was the value obtained with the Bartlett Test of Sphericity (636.937, and
p value < 0.1) and Cronbachs Alpha (0.949). All of the EM Construct
variables presented satisfactory values (Appendix 1A).
After rening the Environmental Management Construct (EM)
reported above, the EM1 (environmental policy) variable was found
to obtain the highest average among the environmental management practices (Appendix 1B). The Pearson coefcient of correlation test was also run (Appendix 1C), revealing that all EM1eEM2
variables have signicant correlations, underscoring the relation
between EM1 (environmental policy) and EM2 (environmental
training).
Therefore, environmental management at the analyzed
companies tends to constitute the totality of practices considered
herein, conrming the indications by Gonzlez-Benito (2006)
concerning the implementation of environmental management
through a set of practices. The environmental policy practice
stood out with the highest average, as did the environmental
training variable, which had the highest coefcient of correlation
with the environmental management construct; the importance of
this correlation has been emphasized by several authors
(Govindarajulu and Daily, 2004; Daily and Huang, 2001; Sarkis
et al., 2010).
Concerning the Human Resources (HR) construct, only one
factor was formed, explaining an approximate accumulated variance of 68.12%, with an eigenvalue of 2.72 and values adjusted in

the main diagonal of the anti-image matrix (0.71; 0.61; 0.68; 0.63).
The KMO test, which veries sample tness, produced a value of
0.662, which is considered to be an adequate level, as are the values
obtained from the Bartlett Test of Sphericity (141.41, and
p value < 0.1) and Cronbachs Alpha (0.84). The Human Resources
Construct (HR) comprised the variables HRM1, HRM2, HRM3 and
HRM4. Variable HRM5 was excluded due to low communality
(0.38) (Appendix 2A).
After rening the Human Resources Construct (HR) reported
above, the variable HRM2 e training e was found to obtain the
highest average among human resource practices (Appendix 2B).
The Pearson coefcient of correlation test was also run, revealing
that all HRM1eHRM4 variables have signicant correlations,
underscoring the relation between HRM1 (recruiting and selection)
and HRM2 (training) (Appendix 2C).
As a consequence, human resource management in the auto
parts sector tends not to adopt a homogenous standard of
benets for employees, as HRM5 was not statistically valid. This
reveals sector specicity, which is consistent with the contingency approach of human resource management suggested by
Jackson and Schuler (1995). On the other hand, most human
resource management practices found in the literature review
were veried in practice, especially HRM2 (training practice),
which makes the worker more apt to perform daily work activities at an industrial establishment as suggested (Borges-Andrade,
2002).
For the Lean Manufacturing (LM) construct, only one factor was
used. This factor explained an accumulated variance of approximately 64.27%, with an eigenvalue of 5.78 and proper values in the
main diagonal of the anti-image matrix (0.917; 0.904; 0.927; 0.903;
0.867; 0.841; 0.943; 0.908). The KMO test, which assesses sample
tness, was 0.900, which is considered adequate, as are the values
obtained with the Bartlett Test of Sphericity (460.202, and
p value < 0.1) and Cronbachs Alpha (0.927). All of the LM Construct
variables presented satisfactory values (Appendix 3A).
After rening the Lean Manufacturing (LM) construct reported
above, the variable LM2 e Systematic Search for Continuous
Improvement e was found to obtain the highest average among LM
practices (Appendix 3B). The Pearson coefcient of correlation test
was also performed (Appendix 3C), revealing that all LM1eLM9
variables have signicant correlations, underscoring the relation
between LM5 (Kanban) and LM6 (Just-in-Time).
Therefore, the Lean Manufacturing construct is perceived to
have all variables validated. Among all the practices, the systematic search for continuous improvement obtained the highest
implementation average and was also the most important variable
in the structural model test for the Lean Manufacturing construct.
In terms of correlation, interdependence was veried among all
Lean Manufacturing variables, underscoring the relationship
between LM5 (Kanban) and LM6 (Just-in-Time). This correlation
can be explained by the importance of Kanban systems for implementing Just-in-Time (Ohno, 1988).
The Operational Performance (OP) construct comprised variables OP1, OP2, OP5 and OP6. Variables OP3 and OP4 were excluded
from the analysis because they present communalities of 0.38 and
0.43, respectively (Appendix 4A).
After rening the Operational Performance Construct (LM) reported above, the variable OP6 (capacity for meeting deadlines
established by clients) was found to obtain the highest average
among operational performance practices (Appendix 4B). The
Pearson coefcient of correlation test was also performed
(Appendix 4C), revealing that all OP1, OP2, OP5 and OP6 variables
have signicant correlations; the correlation between OP5 (exibility for adapting to clients) and OP6 (capacity to meet client
deadlines) is particularly signicant.

C.J.C. Jabbour et al. / Journal of Cleaner Production 47 (2013) 129e140

As a consequence, the conguration of the Operational Performance construct was only partially validated. This nding indicates
that there is no clear perception that sector company performance
is measured in terms of launching new products or in terms of
differentiation in quality. This result can be explained by the fact
that auto part products tend to follow launch specications and the
quality established by the car manufacturers. Furthermore, quality
has become a qualifying factor and not a winner of supply contracts.
Next, structural equation modeling e Partial Least Squares
(SEM-PLS) e was used. Structural equation modeling through PLS is
considered a second-generation multivariate analysis. It is especially useful when working with complex theory (relating concepts
such as EM, OP, HR and LM) or in initial stages of development. A
structural model was created containing the constructs obtained
from Principal Component Analysis, as explained above (Fig. 3). The
analyses were conducted using SmartPLS 2.03 (Sosik et al., 2009).
HR and LM were observed to positively inuence EM with an R2
of 0.396, that is, with a moderate to weak intensity, according to
Hair et al. (2011). In this relationship, LM is most prominent and is
the most important construct explaining EM behavior. OP is positively but weakly inuenced by EM, as shown in the R2 value of
0.114.
Good quality indicators for the proposed model were achieved
in terms of Average Variance Extracted (convergent validity),
compounded reliability, Cronbachs Alpha and communalities, for
all constructs. To assess satisfactory reliability (which identies the
precision with which the construct measures exactly what is
intended to be measured) and validity (which tests the relationship
of one variable with another variable from a same construct), the
compounded reliability value should be greater than 0.7, whereas
the convergent validity value should be greater than 0.5. Construct
reliability was evaluated using compounded reliability. The

135

Table 5
Reliability and validity values for the structural model.
Constructs

Average
variance
extracted
(AVE)

Compounded
reliability

R2

Cronbachs
alpha

Communality

EM
HR
LM
OP

0.743662
0.677598
0.641557
0.661935

0.958608
0.893229
0.941442
0.886552

0.39569
0.000
0.000
0.114243

0.950406
0.84124
0.930237
0.831282

0.743662
0.677598
0.641557
0.661935

convergent validity was analyzed using the Average Variance

Extracted. Table 5 shows that all compounded reliability values are
greater than 0.7 and that all Average Variance Extracted values are
greater than 0.5 (Foltz, 2008). The Cronbachs Alpha coefcients
and the communalities are also considered adequate.
One means of guaranteeing discriminant validity is to assess
whether the variables do in fact have higher loads in their factors of
origin. This analysis obtained adequate results (Table 6).
Aimed at testing model robustness, a bootstrap of 1000 subsamples was used to estimate the statistical signicance of relationships between proposed variables and constructs (Fig. 4).
According to the Methodology section, when the value of the t test
is close to 1.65, 1.96 and 2.58, the signicance levels will be,
respectively, 10%, 5% and 1% (Hair et al., 2011).
Therefore, the relationship between LM and EM is positive and
signicant at the 1% level. The same is valid for the relationship
between EM and OP. Therefore, environmental management tends
to inuence operational performance in a positive but weak
manner, although with statistical signicance. Finally, it is worth
underscoring the relationship between HR and EM, which proved
positive but with a signicance level of only 10%.

Fig. 3. Structural model.

136

C.J.C. Jabbour et al. / Journal of Cleaner Production 47 (2013) 129e140

Table 6
Crossed loads for evaluating discriminant validity.

EM1
EM2
EM3
EM4
EM5
EM6
EM7
EM8
HRM1
HRM2
HRM3
HRM4
LM1
LM2
LM3
LM4
LM5
LM6
LM7
LM8
LM9
OP1
OP2
OP5
OP6

Table 7
Signicance of model relationship coefcients.

EM

HR

LM

OP

Relationship

Load

T test

Signicance level

0.90
0.93
0.87
0.82
0.86
0.81
0.87
0.83
0.26
0.38
0.42
0.37
0.51
0.46
0.52
0.48
0.35
0.42
0.43
0.56
0.58
0.32
0.19
0.30
0.26

0.32
0.39
0.36
0.48
0.44
0.42
0.36
0.33
0.81
0.85
0.89
0.73
0.43
0.38
0.35
0.38
0.30
0.36
0.47
0.51
0.51
0.41
0.35
0.55
0.40

0.55
0.54
0.53
0.51
0.59
0.48
0.54
0.45
0.47
0.48
0.42
0.35
0.80
0.84
0.82
0.81
0.72
0.79
0.81
0.83
0.78
0.38
0.27
0.40
0.35

0.32
0.35
0.26
0.24
0.32
0.21
0.33
0.29
0.45
0.50
0.39
0.42
0.44
0.41
0.23
0.30
0.24
0.28
0.38
0.43
0.39
0.82
0.75
0.85
0.84

EM1 ) EM
EM2 ) EM
EM3 ) EM
EM4 ) EM
EM5 ) EM
EM6 ) EM
EM7 ) EM
EM8 ) EM
HRM1 ) HR
HRM2 ) HR
HRM3 ) HR
HRM4 ) HR
LM1 ) LM
LM2 ) LM
LM3 ) LM
LM4 ) LM
LM5 ) LM
LM6 ) LM
LM7 ) LM
LM8 ) LM
LM9 ) LM
OP1 ) OP
OP2 ) OP
OP5 ) OP
OP6 ) OP
EM / OP
HR / EM
LM / EM

0.90
0.93
0.87
0.82
0.86
0.81
0.87
0.83
0.81
0.85
0.89
0.73
0.80
0.84
0.82
0.81
0.72
0.79
0.81
0.83
0.78
0.82
0.75
0.85
0.84
0.34
0.18
0.52

37.84
61.57
20.52
15.31
25.77
18.74
33.69
17.92
10.41
16.01
37.15
8.80
16.14
21.74
19.91
22.36
8.98
13.73
17.80
19.38
15.24
11.17
5.10
10.83
9.87
3.75
1.84
6.21

*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
***
*

All of the other model relationships are statistically valid at the

signicance level (p value) lower than or equal to 0.01, as per
Table 7.
Finally, the GoF (Goodness of Fit Statistics) for the statistical
model should be determined. According to Wetzels et al. (2009), for
studies in which the average R2 is close to 0.25, GoF should have
a minimum value of 0.36 (GoF-large). In this study, the average R2

*p value <0.01; **p value <0.05; ***p value <0.1 (Scale based on Hair et al., 2011).

was found to be 0.255, and the average GoF was 0.443, indicating
good t. This nding indicates the proposed model overall has
a tting statistical adjustment.
Therefore, the main hypothesis for this study that EM and OP
can be considered to be valid, with the observed relationship

Fig. 4. Structural model with bootstrapping of 1000 sub-samplings.

C.J.C. Jabbour et al. / Journal of Cleaner Production 47 (2013) 129e140

having a signicance level of 1%, indicates that EM does indeed tend

to inuence OP among sample companies. However, this relationship tends to be weak. The validation is corroborated by the classic
mantra in the literature, green and competitive, which emerged
in the 1990s (Hunt and Auster, 1990; Porter and Van Der Linde,
1995; Berry and Rondinelli, 1998) and has recently been taken up
again (Marcus and Fremeth, 2009; Jacobs et al., 2010; MolinaAzorin et al., 2009). However, this relationship, being weak,
should be analyzed further by researchers.
The hypothesis relating LM and EM was also supported; the
relationship was found to be positive at the highest level of statistical
signicance. This relationship was found to be the most signicant
one identied in the model, revealing a positive and valid relationship between lean manufacturing and environmental management
practices and thus conrming that companies can create synergies
between lean and green actions (Des et al., 2013).
Finally, the relationship between HR and EM can also be considered positive but only at a signicance level of 10%. As suggested by
Hair et al. (2011), this hypothesis can be considered valid but with
a statistical reliability that is less than for the models other hypotheses. This result, despite requiring more in-depth and qualitative
analyses to gain knowledge, may be explained by the phenomenon
whereby companies generally forget the human side of environmental management (Jackson et al., 2011; Daily and Huang, 2001).

137

green human resource management approach was not found to be

signicant (Jackson et al., 2011) for the analyzed companies.
For business managers, the main implications are as follows: (a)
there is a need to systematically understand the relationship
between diverse approaches and managerial practices, and (b) there
is a need to pay more attention to the human side of environmental
management, which can improve operating performance. These two
managerial recommendations can contribute to those organizations
that have been seeking more sustainable social repositioning.
These results may be useful for professionals dedicated to
teaching environmental management, human resources or lean
manufacturing. They can also be useful for subjects concerning
doing business in Brazil as well as those relating to international
business.
The main limitations of this research are sample size, which,
despite all the effort made on data collection, only included 75
participating companies, and the restriction of analyzing a single
industrial sector. Another limitation concerns the existence of
overlaps between HR, EM and LM variables, as discussed by Des
et al. (2013). Finally, it is believed that future studies are needed
to better understand the reasons for the poor integration between
human resource management practices and environmental
management practices at analyzed companies.
Acknowledgements

5. Conclusions
The objective of this study was to verify whether environmental
management inuences operational performance at Brazilian
automotive companies. It also veried whether environmental
management is inuenced by human resource management and
lean manufacturing.
The combination of these themes in a single conceptual
framework and empirically testing it in the context of Brazilian
companies is the primary contribution of this study. It is possible to
nd some studies dedicated to investigating only part of this
framework of relationships, such as human resources and environmental management (Daily et al., 2012), but the opportunity
remains to study more complete models such as the one presented
here.
The main results of this study show that, in general, the
conceptual model is statistically valid for those companies
analyzed, as it results in a GoF of 0.423 (the cutoff line was 0.36,
according to Wetzels et al., 2009). The empirical analysis also
revealed the following:

EM tends to inuence OP in a positive and statistically valid (p
value <0.01) but with a weak explanatory power. This nding
indicates that relationship must be strengthened within the
companies studied to generate synergy between environmental management and performance, creating, winewin
conditions.

LM tends to inuence EM in a positive and statistically valid (p
value <0.01) but weak-to-moderate manner. LM was found to
be the variable with the most explanatory power over EM.

HR tends to inuence EM in a positive manner, but this relationship can only be accepted with a less rigorous statistical
condition (p value < 0.1), which can be maintained with some
exceptions. This nding indicates that HR does not have the
same signicance power that LM has over EM.
These results have implications for scholars and business owners
alike. For scholars, in light of the Brazilian context, the literatures
emphases on green and competitive (Porter and Van Der Linde,
1995) and lean and green (Florida, 1996) are conrmed, but the

This research is partially supported by the FAPESP e The Sao

Paulo Research Foundation (Research Process # 2011/23454-1). The
author Kannan Govindan is supported by a grant from Forskningsog Innovationsstyrelsen for The International Network programme e Sustainable supply chain management: A step toward
Environmental and Social Initiatives (2211916).
Appendix 1
Appendix 1A. Result of the Principal Component Analysis for EM

Variables

Load

Communalities

EM1
EM2
EM3
EM4
EM5
EM6
EM7
EM8

0.900
0.936
0.874
0.818
0.850
0.808
0.875
0.831

0.811
0.875
0.764
0.669
0.723
0.653
0.766
0.690

In: All variables.

Appendix 1B. Average and standard deviation for the EM Construct

Variables

Average

Standard deviation

EM1
EM2
EM3
EM4
EM5
EM6
EM7
EM8

3.24
3.08
3.02
2.96
3.17
2.57
3.04
2.65

1.71
1.68
1.48
1.47
1.39
1.41
1.81
1.58

Appendix 1C. Pearson correlation for the EM Construct variables

138

EM1
EM2
EM3
EM4
EM5
EM6
EM7
EM8

C.J.C. Jabbour et al. / Journal of Cleaner Production 47 (2013) 129e140

EM1

EM2

1
0.939*
0.717*
0.624*
0.687*
0.655*
0.854*
0.700*

1
0.781*
0.660*
0.689*
0.678*
0.899*
0.773*

EM3

EM4

1
0.746*
0.783*
0.653*
0.676*
0.666*

1
0.836*
0.645*
0.608*
0.548*

EM5

1
0.659*
0.605*
0.623*

EM6

EM7

1
0.628*
0.684*

EM8

1
0.737*

(continued )
Variables

Average

Standard deviation

LM4
LM5
LM6
LM7
LM8
LM9

3.20
2.90
3.04
3.52
3.20
3.17

1.27
1.41
1.42
1.01
1.37
1.18

*p value <0.05.

Appendix 3C. Pearson correlation for the LM Construct variables

Appendix 2
Appendix 2A. Result of the Principal Component Analysis for HR

Variables

Load

Communalities

HRM1
HRM2
HRM3
HRM4

0.85
0.86
0.87
0.70

0.72
0.74
0.76
0.5

Out: Variable HRM5 (low communalitie/load).

LM1
LM2
LM3
LM4
LM5
LM6
LM7
LM8
LM9

LM1

LM2

LM3

LM4

LM5

LM6

LM7

LM8

LM9

1
0.737*
0.637*
0.627*
0.499*
0.512*
0.600*
0.598*
0.524*

1
0.708*
0.653*
0.479*
0.568*
0.643*
0.688*
0.567*

1
0.671*
0.518*
0.546*
0.528*
0.638*
0.590*

1
0.535*
0.657*
0.534*
0.579*
0.592

1
0.771*
0.615*
0.530*
0.419*

1
0.701*
0.581*
0.497*

1
0.677*
0.627*

1
0.647

*p value <0.05.

Appendix 2B. Average and standard deviation for the HR Construct

Variables

Average

Standard deviation

HRM1
HRM2
HRM3
HRM4

3.48
3.52
3.20
2.34

1.08
1.10
1.30
1.12

Appendix 2C. Pearson correlation for the HR Construct variables

Appendix 4
Appendix 4A. Result of the Principal Component Analysis for OP

Variables

Load

Communalities

OP1
OP2
OP5
OP6

0.79
0.78
0.84
0.84

0.64
0.62
0.71
0.70

Out: Variables OP3 and OP4 (low communalitie/load).

HRM1
HRM2
HRM3
HRM4

HRM1

HRM2

HRM3

HRM4

1
0.71*
0.58*
0.49*

1
0.72*
0.35*

1
0.55*

*p value <0.05.

Appendix 3

Appendix 4B. Average and standard deviation for the OP Construct

variables

Variables

Average

Standard deviation

OP1
OP2
OP5
OP6

4.25
4.11
4.34
4.36

0.89
0.89
0.74
0.78

Appendix 3A. Result of the Principal Component Analysis for LM

Appendix 4C. Pearson correlation for the OP Construct variables
Variables

Load

Communalities

LM1
LM2
LM3
LM4
LM5
LM6
LM7
LM8
LM9

0.79
0.84
0.81
0.81
0.74
0.81
0.82
0.82
0.75

0.63
0.71
0.65
0.66
0.54
0.65
0.67
0.68
0.57

Appendix 3B. Average and standard deviation for the LM Construct

variables

Variables

Average

Standard deviation

LM1
LM2
LM3

3.69
3.86
3.78

1.12
1.05
1.18

OP1
OP2
OP5
OP6

OP1

OP2

OP5

OP6

1
0.58*
0.51*
0.53*

1
0.52*
0.50*

1
0.70*

*p value <0.05.

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