Green manufacturing (GM) and sustainable manufacturing (SM) have become vital to counter environmental challenges. Industry, academia, and policymakers have been actively working to reduce the adverse environmental impacts of manufacturing. Though, used interchangeably, GM and SM are not the same but are related to each other. This fuels confusion and leads to conflict, as the transition simplifies similarities and differences between the two, in terms of their ‘drivers and relationships’ remain blurred and are never discussed. GM‐SM transition is never straightforward. It necessitates a shift in organizational priorities, practices, strategies, and goals and attracts researchers' attention. The study is significant as existing literature lacks the address of drivers‐based linkages between the two, and its management in the context of India, known for manufacturing capabilities and greenhouse gas‐based emissions. The study investigates GM‐SM relationships, attempts modeling, and establishes that if the transition is handled correctly, it leads to improved business performance and positive environmental impact. The findings guide what and where to focus to highlight priorities, making use of 14 and 22 drivers of GM and SM, respectively. It emphasizes the importance of implementing stringent environmental regulations, maintaining pressures from the Government, markets, and supply chain stakeholders along with management commitment with a clear vision. Authors expect that application experience will be useful for practitioners and researchers, in strengthening the linkages between environmental and manufacturing research domains.

中文翻译：

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解决绿色制造向可持续制造的转型冲突：用于提高业务绩效的基于驱动因素的建模策略：印度的经验


绿色制造（GM）和可持续制造（SM）对于应对环境挑战至关重要。工业界、学术界和政策制定者一直在积极努力减少制造业对环境的不利影响。虽然 GM 和 SM 可以互换使用，但它们并不相同，但彼此相关。这加剧了混乱并导致冲突，因为这种转变简化了两者之间的相似点和差异，就其“驱动因素和关系”而言，它们仍然模糊且从未被讨论过。 GM-SM 的转变从来都不是一帆风顺的。它需要改变组织的优先事项、实践、战略和目标，并吸引研究人员的注意力。这项研究意义重大，因为现有文献缺乏对两者之间基于驱动因素的联系的阐述，以及在以制造能力和温室气体排放而闻名的印度背景下的管理。该研究调查了 GM-SM 关系，尝试建模，并确定如果正确处理转型，将会提高业务绩效并产生积极的环境影响。研究结果分别利用 GM 和 SM 的 14 个和 22 个驱动因素，指导重点关注什么和在哪里突出优先事项。它强调了实施严格的环境法规、维持来自政府、市场和供应链利益相关者的压力以及具有明确愿景的管理层承诺的重要性。作者预计应用经验将对从业者和研究人员有用，有助于加强环境和制造研究领域之间的联系。