Lean Implementation in Sustainable Energy Entrepreneurship: Key Drivers for Operational Efficiency

This research examines the drivers of lean implementation in sustainable energy enterprises (SEEs) to balance efficiency, sustainability, and competitiveness. This research investigates the interdependence among lean drivers and classifies them by driving power and dependence. This study followed a novel mixed-method approach combining a systematic literature review for driver identification, interviews with entrepreneurs for expert consensus, and analysis using total interpretive structural modelling (TISM), cross-impact matrix multiplication applied to classification (MICMAC), and a graph-theoretic approach (GTA). The result indicated that leadership commitment, teamwork and collaboration, and time management are high drivers; cost reduction, resource optimization, and continuous improvement are linkage drivers; and customer focus and flexibility are found as dependent drivers, revealing the sustainable outcome. This provides a structured pathway for the SEEs for the lean implementation drivers, where prioritization is required. The exploration adds to the Resource-Based View, dynamic capability theory, system theory, etc. The study calls for policymakers’ interventions in designing capacity-building programmes, leadership training, and collaborations. This research incorporated the antecedents–decisions–outcomes (ADO) framework for highlighting the antecedents, leading to decisions, and the outcomes of the choices, with future research questions connecting with multiple sustainable development goals (SDGs), such as SDG7, SDG9, SDG12, and SDG13.