Revista Iberoamericana de

Economía Solidaria e

Innovación Socioecológica

RIESISE

Vol. 7 (2024), pp. 147-176 • ISSN: 2659-5311

http://dx.doi.org/10.33776/riesise.v7.8267

BIBLIOMETRIC ANALYSIS OF LEAN SIX

SIGMA IN SOCIAL ECONOMY

ANÁLISIS BIBLIOMÉTRICO DE LEAN SIX

SIGMA EN ECONOMÍA SOCIAL

Alexander Letzkus Saavedra,

Doctorando en Economía Social. Máster en Economía Social

aletzkus@docente.ubo.cl

Manuel Letzkus Palavecino

Universidad Tecnológica Metropolitana (Santiago de Chile)

mletzkus@utem.cl

P 

Gestión Lean, Six Sigma, Gestión de la Ca-

lidad Total, Economía Social, Responsabilidad

Social Corporativa.

K

Lean management, Six Sigma, Total Qua-

lity Management, Social Economy, Corporate

Social Responsibility.

C JEL

: M11

Fecha de recepción: 03/05/2024

Fecha de aceptación: 09/09/2024

Fecha de publicación: 27/11/2024

R

Este estudio realizó un análisis bibliométri-

co de las metodologías Lean Six Sigma y la eco-

nomía social, no examinadas previamente en

la investigación académica. Utilizando la base

de datos Scopus, se identiﬁcaron 204 artículos

relacionados con estos temas. Herramientas

bibliométricas avanzadas como VOSviewer y

Bibliometrix facilitaron la coautoría, la citación,

la co-citación y el análisis de la evolución te-

mática, revelando la estructura intelectual y la

trayectoria temática del dominio. A pesar de la

extensa literatura sobre Lean y Six Sigma, existe

una brecha notable en los estudios que inte-

gran estas metodologías con la economía so-

cial. La conclusión enfatiza la necesidad de que

futuras investigaciones combinen la eﬁciencia

operativa con la creación de valor social, pro-

poniendo estudios comparativos para superar

las barreras a la colaboración interdisciplinaria.

A

This study conducted a bibliometric analy-

sis of Lean Six Sigma methodologies and the

social economy, previously unexamined in

scholarly research. Using the Scopus databa-

se, 204 articles related to these topics were

identiﬁed. Advanced bibliometric tools like

VOSviewer and Bibliometrix facilitated co-

authorship, citation, co-citation, and thematic

evolution analysis, revealing the intellectual

structure and thematic trajectory of the do-

main. Despite extensive literature on Lean and

Six Sigma, a notable gap exists in studies in-

tegrating these methodologies with the social

economy. The conclusion stresses the need for

future research to merge operational efﬁciency

with social value creation, proposing compara-

tive studies to overcome barriers to interdisci-

plinary collaboration.

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1. INTRODUCTION.

Lean and Six Sigma methodologies have garnered substantial recognition

for their pivotal roles in enhancing operational efﬁciency across various

industries. This approach combines the principles of Lean and Six Sigma,

aiming to reduce defects, eliminate waste, and enhance organizational

culture (Bhaskar, 2020). Lean methodology, initially developed to address

manufacturing inefﬁciencies, emphasizes the elimination of waste within

processes to ensure that each step adds value to the customer without

unnecessary resource expenditure. This is achieved through the adoption of

just in time (JIT) systems, continuous improvement, achieving zero defects,

and decentralization (Chauhan and Chauhan, 2019). The philosophy seeks

to eliminate seven key wastes, including overproduction and waiting time,

and has evolved diagnostic and problem-solving tools with the singular

objective of waste elimination (Leite and Vieira, 2015; Lagos et al., 2022).

On the other hand, Six Sigma primarily targets the reduction of process

variation, aiming for near-perfect results through a data-driven approach

and rigorous quality control (Schroeder et al., 2007). These methodologies,

independently and in conjunction, have proven instrumental in optimizing

processes, reducing costs, and improving product quality and customer

satisfaction in numerous sectors.

The adaptation of Lean and Six Sigma in social economy enterprises

presents a compelling avenue for exploration. Social economy enterprises,

which include cooperatives, mutual societies, non-proﬁt associations, and

foundations, operate with objectives that balance economic performance

with social and often environmental missions (Jatocha and Bogacz-

Wojtanowska, 2016). The inherent focus on community and stakeholder value

makes the integration of Lean and Six Sigma methodologies particularly

intriguing, as these tools could potentially enhance operational efﬁciencies

while still aligning with the social goals of these organizations. This synergy

could lead to signiﬁcant improvements in how these enterprises meet their

dual objectives of social impact and sustainable business performance.

The study presented here adopts a bibliometric approach to examine the

scholarly landscape surrounding Lean and Six Sigma within social economy

enterprises. This quantitative analysis will help in understanding the depth

and breadth of research conducted in this area, highlighting key trends and

patterns in publication outputs over time. The research questions are as

follows:

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• Q1: What is the total number of publications related to Lean and Six

Sigma in social economy enterprises, and how do these publications

distribute over time, across different disciplines and authors?

• Q2: What is the nature of intellectual interaction among the research

constituents in this ﬁeld?

• Q3: What are the key themes explored in the most cited articles

within the domain of Lean and Six Sigma applied to social economy

enterprises?

In examining similar studies employing the terms “Lean,” “Six Sigma,”

and “social economy,” our bibliometric analysis reveals a striking paucity of

research in this speciﬁc intersection. Notably, only one article titled “Total

quality management and corporate social responsibility: a systematic

review of the literature and implications of the COVID-19 pandemics”

(Felicetti et al, 2022) addresses related themes. However, this study is

conﬁned primarily to the context of the COVID-19 pandemic, suggesting

that a broader research framework is necessary. This gap underscores the

urgency and validity of pursuing the current study. Furthermore, a search

using the speciﬁed terms in major academic databases such as Scopus and

Web of Science yields only a limited number of articles—eight and thirteen

respectively—with none featuring both “Lean” and “Six Sigma” alongside

“social economy” in their titles. This paucity of literature highlights the niche

yet critical intersection these methodologies share with social economy

sectors, justifying the necessity to broaden the lexical scope of this research

to encompass additional terms that might bridge these two distinct groups

of keywords.

The structure of the scientiﬁc article follows a systematic approach.

Firstly, it begins with the theoretical framework, deﬁning Lean, Six Sigma,

and Social Economics. Subsequently, it outlines the methodology employed

in the bibliographic research, detailing the sources, tools, and techniques

utilized. The Findings section encompasses a bibliometric analysis, divided

into performance analysis and science mapping, with the latter further

subdivided into intellectual structure and thematic analysis. The ﬁnal part

of the Findings section provides a review of the most cited articles from the

publications examined in the bibliometric analysis. Lastly, discussions and

conclusions are presented to synthesize the ﬁndings and offer insights into

the research domain.

2. THEORICAL FRAMEWORK

2.1 LEAN.

Lean manufacturing, originally attributed to the Toyota Production

System developed by Ohno, is considered the main holistic business

strategy to improve performance. It emphasizes excellence through

continuous improvement and elimination of waste by applying lean

principles and tools (Zhu and Lin, 2017). The concept of lean manufacturing

originated at the Toyota plant in Japan after the Second World War as a

manufacturing strategy to minimize or eliminate non-value-added activities

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(waste) in the production and operation system (Thanki and Thakkar,

2014). Lean manufacturing is founded on delivering value through the

elimination of seven types of waste, which were originally deﬁned by Ohno

for the automotive manufacturing environment (Gtadysz et al., 2020). The

aim of lean manufacturing is the continuous elimination of all waste in the

production process (Abolhassani and Jaridi, 2016).

The emergence and subsequent popularization of lean manufacturing

have been one of the most signiﬁcant developments in the history of

operations management (Negrão et al., 2019). Lean manufacturing has

been widely perceived by the industry as an answer to the requirements

of reducing waste without additional resource requirements (Bhamu and

Sangwan, 2014). It is one of the most popular improvement agents in the

pursuit of perfection (Ramadan et al., 2020). Lean manufacturing is being

embraced by companies to simultaneously achieve a competitive edge and

economic growth (Roy, 2018).

2.2 SIX SIGMA.

Six Sigma is a methodology that originated from statistical analysis

and has its foundations in statistics and statisticians (Uluskan, 2016). It

was initially developed within Motorola and is closely related to Total

Quality Management (TQM). The methodology also has ties to the Toyota

Production System, from which the concept of “Lean” was derived (Rodgers

et al., 2019). Six Sigma has evolved from previous quality methods such as

TQM, incorporating statistical quality control principles (Youseﬁ and Hadi-

Vencheh, 2016).

The origins of Six Sigma can be traced back to the statistical foundations

upon which it was built. It is a methodology that aims to improve processes

by identifying and eliminating defects, thereby reducing variation and

enhancing overall quality. The DMAIC (Deﬁne, Measure, Analyze, Improve,

Control) toolbox is a central component of Six Sigma, emphasizing the

importance of data-driven decision-making and statistical analysis in

process improvement (Uluskan, 2016).

2.3 SOCIAL ECONOMY

The social economy differentiates itself from traditional public and

private sectors through organizations committed to blending economic

goals with societal beneﬁts, often termed as “social enterprises” or “social

entrepreneurship.” This sector’s signiﬁcance is highlighted by its unique

ability to bridge societal divides, shaped by various regional socio-contextual

dynamics. It evolved from communal associations and cooperatives in the

18th and 19th centuries in response to industrial capitalism, now structured

around cooperatives, mutual societies, and associations and foundations,

each essential for societal needs (Hossein and Pearson, 2023; Gál and

Pásztor, 2022; Wu et al., 2020; Chaves and Monzón, 2012).

Social economy enterprises are characterized by their focus on serving

community and member interests over maximizing investor returns,

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featuring participatory decision-making and prioritizing labor over capital in

proﬁt distribution. This approach diverges sharply from traditional capitalist

models, underscoring its macroeconomic signiﬁcance. Additionally, these

enterprises address poverty and social exclusion by providing essential

services and employment to marginalized groups, reducing public

expenditure on social beneﬁts and long-term unemployment (Blagoycheva,

H., Andreeva, A., and Yolova, G., 2020). The principles of the social economy,

deﬁned by the Social Economy Charter of 2002 by Social Economy Europe

(SEE), emphasize the primacy of people and social goals over capital. These

include voluntary membership, democratic control by members, a balance

of interests, and solidarity and responsibility. They also stress autonomous

management and reinvestment of surpluses into sustainable development

or public services, painting the social economy as a dynamic ecosystem

poised for signiﬁcant economic and social impact (Chaves y Monzón, J. L.,

2012).

3. METHODS.

The decision to employ bibliometric analysis in this study is driven by

its growing recognition and application in various academic ﬁelds such

as business, management, economics, and social sciences, as noted by

Donthu et al. (2021). This methodology is particularly adept at delineating

the extent of research activity over time and across disciplines, evidenced by

the frequent appearance of the keyword “bibliom*” in searches within the

Scopus database. While systematic literature reviews offer a more granular,

focused analysis, this study will utilize bibliometric analysis to chart the

broader landscape and will conclude by examining the most cited articles in

the ﬁeld. Outlined below is the structured methodology for the bibliometric

analysis based on the framework provided by Donthu et al. (2021).



An exhaustive search was conducted in the Scopus database for a

bibliometric analysis due to its comprehensive coverage of peer-reviewed

literature and its validity in bibliometric studies. Scopus is recognized for

systematically analyzing literature in various academic ﬁelds, making it a

suitable choice for deﬁning the aims and scope of bibliometric studies. This

database provides a robust foundation for conducting in-depth bibliometric

mapping and analysis, ensuring the quality and impact of scientiﬁc

publications are thoroughly examined (Sobral, 2020). The formulation

of search terms was a collaborative effort among researchers, aiming to

encompass a broad and well-informed perspective, aligning with best

practices for collaborative search term selection in academic research (Ng et

al., 2022). This process was further enriched by collaborative brainstorming,

which is known to enhance creativity and bring a wide array of ideas to

the table (Paulus et al., 2018). The search was conﬁned with search terms

organized into two categories: Lean/Six Sigma and social economy. Each

query was mandated to include at least one term from each category as

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Terms associated with Lean/Six Sigma Terms associated with social economy

• Lean manufacturing

• Lean production

• Lean management

• Lean methodology

• Lean principles

• Lean philosophy

• Lean practices

• Kaizen

• 5S

• Just in Time (JIT)

• Value stream mapping

• Poka-yoke

• SMED

• Kanban

• Gemba

• Andon

• TPM (Total Productive Maintenance)

• Heijunka

• Muda

• Mura

• Muri

• Takt time

• Hoshin Kanri

• Visual management

• Lean tools

• Lean techniques

• Lean implementation

• TQM (Total Quality Management)

• PDCA (Plan Do Check Act)

• Six Sigma (6 Sigma)

• DMAIC (Deﬁne Measure Analyze Im-

prove Control)

• DFSS (Design for Six Sigma)

• Black Belt

• Green Belt

• Master Black Belt

• SIPOC (Suppliers Inputs Process Out-

puts Customers)

• Cause and effect diagram

• Fishbone diagram

• Root cause analysis

• Ishikawa diagram

• Quality function deployment (QFD)

• Social economy

• Social Enterprise

• Cooperative Economics

• Social Entrepreneurship

• Social Innovation

• Non-Proﬁt Organizations

• Social Business

• Corporate Social Responsibility

• Mutual societies

• Non-proﬁt associations

• Cooperatives

• Third sector

Table 1 - Terms of search. Own elaboration.

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detailed in Table 1, focusing on titles of publications with the cut-off date

set to April 30, 2024.



The second step in our bibliometric study involved selecting appropriate

analytical techniques, based on the comprehensive frameworks developed

by Gaviria-Marín et al. (2018) and Mitta et al. (2022). This phase utilized a

dual approach: performance analysis and science mapping, applied via

the Scopus database. The performance analysis was designed to monitor

total publications and categorize them according to several metrics such as

productivity per year, subject areas, countries and authors. This approach

provided a detailed view of the overall productivity and helped distribute

publications across different categories, effectively addressing Research

Question 1 (Q1).

For the science mapping portion of the study, we adopted the

methodology outlined by Goyal and Kumar (2021), which focuses on

dissecting the data into its intellectual structure and thematic content. This

included:

• Intellectual Structure Analysis: This involves mapping the relationships

within the research ﬁeld through citation, co-authorship and co-

citation analysis, providing a visual representation of how studies are

interconnected.

• Thematic Analysis: Utilizing co-ocurrence analysis and themanic

evolution to identify and outline the predominant themes within the

literature.

These analyses were guided by the detailed deﬁnitions provided by

Donthu et al. (2021), ensuring both clarity and precision throughout the

science mapping process. This methodology offered comprehensive

insights into the evolving landscape of the discipline. To support and facilitate

bibliometric analysis, specialized tools like VOSviewer and the Bibliometrix

R package were utilized, known for their effectiveness in the bibliometric

community, particularly in the synthesis stage of analysis (Dindorf et al., 2022).

These tools enable the visualization and analysis of bibliometric data, aiding

in the identiﬁcation of central authors, core themes, and the automation

of synthesis processes (Shim et al., 2017). By leveraging these tools,

researchers can efﬁciently navigate large volumes of scientiﬁc publications,

extract valuable insights, and enhance the quality of bibliometric studies.

n this way, we address Research Question 2 (Q2) regarding the nature of

intellectual interaction among the research constituents in this ﬁeld. Figure

1 in the document illustrates the methodology utilized for this analysis.



This step involved the systematic collection of data from the Scopus

database, based on the deﬁned search terms and criteria. The data was

meticulously gathered to ensure a comprehensive dataset was available for

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analysis. A total of 204 documents were identiﬁed, with no application of

exclusion criteria to any of the documents. The documents were categorized

into different types, ordered by quantity from highest to lowest: articles

(133), conference papers (41), book chapters (15), reviews (6), conference

reviews (5), and books (4). This thorough collection facilitates a detailed

exploration of the current landscape in the ﬁeld, setting a robust foundation

for the subsequent bibliometric analysis.



The data gathered is thoroughly examined using selected bibliometric

methods, and the outcomes are reported in a structured and comprehensive

manner.

4. FINDINGS.

 

Figure 2 analysis from 1987 to 2024 shows a modest 16.18% international

co-authorship rate and only 41 single-authored documents, indicating

limited independent and global collaboration that may hinder innovation.

An average document age of 7.01 years and a citation rate of 17.95 suggest

reliance on foundational studies without signiﬁcant new contributions.

Despite a steady growth rate of 4.45% and extensive use of 9834 references

and 618 keywords, the ﬁeld appears thematically saturated, potentially

limiting new insights. This calls for enhanced international collaboration and

innovative research to rejuvenate the ﬁeld.

Figure 1 - Scheme of analysis used in present study.

Own elaboration

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The scientiﬁc production graph in Figure 3, covering 1987 to 2023,

illustrates a growth trajectory in research output. Initially, the ﬁeld

experienced low productivity until the early 2000s, indicative of either its

nascent stage or limited engagement. A signiﬁcant surge occurred in 2023,

with over 20 articles published, driven by increased funding and academic

interest, in response to evolving socio-economic demands. Since the data

for 2024 is incomplete, it would be premature to suggest a decline; instead,

the current information points to continued robust activity in the ﬁeld.

The pie chart (Figure 4) indicates that 29% of the research focuses on

Business, Management, and Accounting, highlighting Lean Six Sigma’s

traditional emphasis on commercial efﬁciencies. However, its application

in Computer Science, Energy, and Medicine is limited, with only 5%, 5%,

and 3% respectively, pointing to potential areas for expansion. The low

engagement with the medical sector, in particular, suggests an opportunity

to apply process improvement methodologies to healthcare systems. On a

Figure 2 - Main information from database. Generated using Bibliometrix

Own elaboration

Figure 3 - Annual scientiﬁc production. Generated using Bibliometrix

Own elaboration

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positive note, the 8% representation in Social Sciences suggests a growing

integration of Lean Six Sigma in ﬁelds typically less associated with it, like

social dynamics and policy making, indicating a move towards broader,

innovative applications. This underscores the need for a strategic expansion

of Lean Six Sigma to include a wider range of sectors.

The bibliometric analysis reveals insights about author productivity

and citation impact, as shown in Figure 5. Despite Chiarini A. being

Figure 4 - Documents by subjet area

Own elaboration

Figure 5 - Documents by author. Data retrieved form Scopus database.

Own elaboration

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the most proliﬁc author with fewer than 5 documents, the correlation

between publication quantity and scholarly impact is weak. Notably, only

Abbas J., with 399 citations across two articles, demonstrates signiﬁcant

inﬂuence, indicating that frequent publication does not necessarily equate

to substantial academic impact. The analysis further indicates low overall

author productivity, with no individual authoring more than four documents.

However, Abbas J. stands out for substantial citation impact, emphasizing

the relevance of his work with the highest citation count among researchers.

This analysis highlights that while overall publication output is modest,

certain works achieve signiﬁcant resonance within the academic community,

such as those by Piercy N. and Rich N., and collaborative teams led by

Gaustad, G. et al. and Benavides-Velasco C.A. et al., which have shown

notable scholarly impact.

4.2 SCIENCE MAPPING.

 

• Co-authorship analysis.

Figure 6 shows the co-authorship network among researchers, identifying

distinct clusters that represent limited collaboration mainly within speciﬁc

groups, with minimal cross-cluster or cross-institutional co-authorship.

This suggests that researchers tend to form small, isolated teams, and the

same pattern is observed among research institutions, indicating a lack of

connection between different centers. This segmentation implies potential

missed opportunities for broader, synergistic collaborations that could

improve the reach and impact of research.

Figure 7 depicts international co-authorship among countries with

signiﬁcant research outputs, showing selective collaborative connections

rather than a comprehensive network. The United States, United Kingdom,

and India have some links, but China, despite its high publication output,

lacks strong connections with other key contributors like India or the United

Kingdom. This indicates that while there is an effort to promote international

collaboration, it is not evenly spread among all potential partners, suggesting

room to broaden and diversify global research collaboration for a richer,

more inclusive international research landscape.

• Citation analysis.

In Figure 8, a bibliometric analysis reveals an emerging relationship

among the authors, primarily clustered around two main nuclei led by Do,

M.H. and Chiarini, A. There is also a single citation directed towards Chaplin,

L. The rest of the authors show a lack of inter-citation, remaining isolated

within the publications analyzed in this study. This limited interaction among

the authors reafﬁrms the observations from the co-authorship analysis,

emphasizing the need to foster linkages between authors associated with

Lean and Six Sigma within ﬁelds incorporated into the social economy.

The analysis includes authors who have amassed at least 50 global

citations. It is noteworthy, however, that the authors with higher global

citation counts do not correspondingly exhibit strong citation connections

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Figure 6 – Co-authorship analysis by authors.

Generated using VOSviewer

Own elaboration

Figure 7 - Co-authorship analysys by country/territory.

Generated using VOSviewer

Own elaboration

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Figure 8 - Citation Analysis. Generated using VOSviewer

Own elaboration

Figure 9 - Citation analysis cluster A. Generated using VOSviewer

Own elaboration

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within this particular study. For example, Abbas, J., who has accumulated a

high number of global citations (399), shows only a modest total link strength

of 8 in this citation network. This indicates that while Abbas, J. is signiﬁcantly

recognized on a global scale, their inﬂuence is not as pronounced within the

speciﬁc scholarly interactions of this analysis. This discrepancy between global

citation impact and localized citation strength provides a nuanced insight into

the dynamics of scholarly inﬂuence and recognition. Figure 9 and Figure 10

further delineate the authors within each of the two identiﬁed clusters (A and

B), providing a visual representation of these scholarly networks.

• Co-citation analysis.

Figure 11 displays a co-citation analysis identifying three primary

clusters of authors who have been cited at least 20 times, indicating

signiﬁcant interconnectedness among articles through shared citations.

This visualization reveals three main clusters: he red cluster includes

Gunasekaran, A., Dubey, R., and Govindan, K.; the green cluster consists of

Sila, I., Freeman, R.E., and Ghobadian, A.; and the blue cluster comprises

Hair, J.F., Abbas, J., and Sarstedt, M. This distribution of co-citations reﬂects

a stronger relational dynamic between these articles than previously

observed in co-authorship and citation analyses, highlighting commonalities

in research focus areas despite the lack of explicit collaboration indicated in

other bibliomeºtric mappings.

Figure 10 - Citation analysis cluster B. Generated using VOSviewer

Own elaboration

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Table 2 - Citations and link strength in citation analysis. Data retrieved

form VOSviewer

author citations total link strength

do m.-h. 51 24

huang y.-f. 51 24

sila i. 58 15

chiarini a. 95 10

marchante-lara m. 204 9

quintana-garcía c. 204 9

abbas j. 399 8

mehralian g. 108 7

nazari j.a. 108 7

rasekh h.r. 108 7

zarei l. 108 7

zwetsloot g.i.j.m. 138 7

benavides-velasco c.a. 172 6

piercy n. 269 6

rich n. 269 6

Figure 11 - Co-citation analysys by authors. Generated using VOSviewer

Own elaboration

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 

The co-occurrence analysis presented in Figure 12 demonstrates

signiﬁcant interdisciplinary links among various operational and strategic

concepts related to “lean six sigma” and its application within the social

economy. The central node, “corporate social responsibility” (CSR), with a

high total link strength of 82 as shown in Table 3, is closely linked to “total

quality management” and “sustainability,” indicating a deep integration

of CSR with continuous improvement and sustainable practices. However,

there’s a noticeable lack of terms related to key social economy structures

like “foundations,” “cooperatives,” and “NGOs.” This suggests that the

application of lean six sigma in the social economy is viewed more through

a corporate performance lens rather than direct engagement with typical

social economy organizations, pointing to potential research opportunities

for adapting lean practices to these contexts for enhanced social and

operational outcomes.

The analysis of Figure 13, which depicts the Sankey diagram of thematic

evolution, tracks key terms in lean and six sigma over three periods. From

1987 to 2009, the emphasis was on “total quality management,” highlighting

its role in foundational quality improvement central to these methodologies.

This period focused on enhancing production efﬁciency and quality,

with no direct ties to the social economy, indicating an initial application

aimed primarily at boosting operational efﬁciency in traditional business

settings. From 2010 to 2019, there was a signiﬁcant shift in operational

strategies towards incorporating themes like corporate social responsibility,

environmental issues, and lean manufacturing, reﬂecting the maturation

of lean and six sigma methods towards sustainability. The introduction of

Figure 12 - Co-ocurrence analysis. Generated using VOSviewer

Own elaboration

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“quality function deployment” shows the adaptation of management tools

to meet environmental and social objectives. By 2020 to 2024, the focus

moved substantially towards sustainable development and environmental

management, with a decrease in emphasis on traditional lean and six sigma

terminology, indicating a broader approach to integrating operational

excellence with sustainability and corporate ethics. This marks a shift from

focusing solely on process efﬁciency to a more comprehensive perspective

that includes global sustainability challenges.

 

In this section, we focus on pivotal articles that have advanced the

integration of operational excellence with societal and environmental goals.

We will analyze selected articles from Table 4 that have garnered over 100

global citations and are signiﬁcant according to our citation analysis. This

review will assess the core themes, aligning them with prevalent terms

from the latest period in our thematic evolution including “total quality

management”, aiming to reveal how operational strategies are merging with

social economy principles, enhancing our understanding of their inﬂuence

on business and society.

Table 3 - Total link strength in Co-ocurrence analysis. Data retrieved form

VOSviewer

keyword total link strength

corporate social responsibility 82

total quality management 53

sustainability 21

lean manufacturing 17

six sigma 15

environmental management 12

green performance 11

Figure 13 - Thematic evolution. Generated using Bibliometrix.

Own elaboration

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Table 4 – List of articles under review. Own elaboration

Authors Title Year

Abbas J.

Impact of total quality management on corpo-

rate green performance through the mediat-

ing role of corporate social responsibility

2020

Abbas J.

Impact of total quality management on cor-

porate sustainability through the mediating

effect of knowledge management

2020

Benavides-

Velasco C.A.,

Quintana-García

C., Marchante-

Lara M.

Total quality management, corporate social

responsibility and performance in the hotel

industry

2014

Chiarini A.*1

Relationships between total quality manage-

ment and Six Sigma inside European manu-

facturing companies: A dedicated survey

2013

Chiarini A.

Corporate social responsibility strategies us-

ing the TQM: Hoshin kanri as an alternative

system to the balanced scorecard

2016

Chiarini A., Vag-

noni E.

Strategies for modern operations manage-

ment: Answers from European manufacturing

companies

2017

Dey P.K., Male-

sios C., De D.,

Chowdhury S.,

Abdelaziz F.B.

The Impact of Lean Management Practices

and Sustainably-Oriented Innovation on

Sustainability Performance of Small and Me-

dium-Sized Enterprises: Empirical Evidence

from the UK

2020

Do M.-H., Huang

Y.-F., Do T.-N.

The effect of total quality management-en-

abling factors on corporate social responsibil-

ity and business performance: evidence from

Vietnamese coffee ﬁrms

2020

Douglas A., Do-

ris J., Johnson B.

Corporate social reporting in Irish ﬁnancial

institutions 2004

1 Article not retrived.

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Authors Title Year

Gaustad G.,

Krystoﬁk M.,

Bustamante M.,

Badami K.

Circular economy strategies for mitigating

critical material supply issues 2018

Mehralian G.,

Nazari J.A., Zarei

L., Rasekh H.R.

The effects of corporate social responsibility

on organizational performance in the Iranian

pharmaceutical industry: The mediating role

of TQM

2016

Piercy N., Rich N. The relationship between lean operations and

sustainable operations 2015

Sila I.

Investigating changes in TQM’s effects on

corporate social performance and ﬁnancial

performance over time

2020

Sila I.

Linking Quality with Social and Financial

Performance: A Contextual, Ethics-Based Ap-

proach

2018

Tsou Y.-H.,

Huang Y.-F., Liu

S.-C., Do M.-H.

The Effects of Total Quality Management and

Corporate Social Responsibility on Firm Per-

formance: A Future Research Agenda

2021

Yazdani M.,

Kahraman C.,

Zarate P., Onar

S.C.

A fuzzy multi attribute decision framework

with integration of QFD and grey relational

analysis

2019

Zwetsloot

G.I.J.M.

From Management Systems to Corporate So-

cial Responsibility 2003

Own elaboration

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Theme Review

Total Quality

Management

Total Quality Management (TQM) is a pervasive philosophy aimed at enhancing organizational pro-

cesses, customer satisfaction, and overall business outcomes. The literature reveals that TQM prac-

tices are extensively employed across various industries, integrating tools and methodologies like

statistical process control, brainstorming, and quality function deployment to improve the quality and

efﬁciency of production processes (Piercy and Rich, 2015; Yazdani et al., 2019). Speciﬁcally, TQM’s

role in improving environmental management and sustainability is highlighted, with studies showing

how TQM practices mediate through corporate social responsibility (CSR) to boost green perfor-

mance and stakeholder satisfaction in different sectors, including the hotel and manufacturing indus-

tries (Abbas, 2020; Benavides-Velasco et al., 2014).

Moreover, the strategic implementation of TQM is linked to signiﬁcant improvements in corporate so-

cial performance (CSP) and ﬁnancial and market performance (FMP). Studies have demonstrated that

well-integrated TQM practices enhance organizational performance across multiple dimensions, con-

tributing to better business sustainability and competitive advantage. Notably, TQM enablers, such

as human and functional factors, have been identiﬁed as critical in positively impacting CSP and, by

extension, overall business performance (Do et al., 2020; Sila, 2013; Sila, 2020). Thus, the continuous

application of TQM principles like waste reduction, continuous improvement, and strategic alignment

of processes with corporate goals proves central in realizing operational excellence and long-term

business sustainability (Chiarini, 2018; Dey et al., 2020).

Table 5 -Thematic analysis. Own elaboration.

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Theme Review

Business Per-

formance

The review on “Business Performance” indicates a strong link between improved management practices

and enhanced business outcomes, even though the term is not often explicitly deﬁned. Quality improve-

ments and efﬁcient operations, frequently achieved through TQM and lean practices, directly contribute

to better economic performance. These include advancements in waste reduction, enhanced deci-

sion-making, and improved stakeholder satisfaction, which collectively enhance overall business perfor-

mance (Piercy and Rich, 2015; Gaustad et al, 2018; Yazdaniet al, 2019).

Moreover, the integration of CSR with TQM is repeatedly highlighted for its positive impact on business

performance. Strategic alignment of business operations through frameworks like Hoshin Kanri or sys-

tems such as ERP is noted as crucial for improving operational efﬁciency and business ﬂexibility. Addition-

ally, sustainable practices and innovations also play a signiﬁcant role in boosting economic performance,

underscoring the importance of sustainability in modern business strategies (Chiarini, 2018; Chiarini and

Vagnoni, 2021; Do, 2020).

Sustainable

development

Sustainable development emerges as a multifaceted theme strongly intertwined with corporate practices

that extend beyond environmental considerations to include social and economic dimensions. The literature

reﬂects a consensus on the integral role of TQM and CSR in promoting sustainable practices across different

sectors. Notably, sustainable development in the context of circular economy strategies is discussed as a

means to enhance resource efﬁciency and address supply chain sustainability, thereby contributing positive-

ly to environmental, social, and economic outcomes (Gaustad et al., 2018; Abbas, 2020; Dey et al., 2020).

Moreover, the application of international standards such as ISO 14001 is highlighted for their contribution

to better environmental performance and sustainable business practices (Zwetsloot, 2003).

Furthermore, the literature underscores the importance of integrating sustainability into core business

strategies through strategic CSR and TQM approaches. This integration is evident in the enhancement of

corporate sustainability performance, which incorporates a balanced approach to managing economic, en-

vironmental, and social factors. The strategic deployment of TQM and CSR not only supports sustainability

outcomes but also improves corporate social performance, thereby aligning business operations with sus-

tainable development goals (Douglas et al., 2004; Chiarini, 2018; Sila, 2020). Such practices are emphasized

as essential for long-term business sustainability and for fostering better stakeholder relationships and oper-

ational efﬁciencies, ultimately contributing to a more sustainable global business environment.

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Theme Review

Corporate So-

cial Respons-

abily

CSR is extensively addressed in the literature as an essential facet of modern business practices,

particularly through its integration with TQM strategies. This integration enhances corporate sustain-

ability by enriching environmental, social, and economic dimensions of business operations. Speciﬁ-

cally, CSR is depicted as playing a mediating role, enhancing the impact of TQM on corporate green

performance and facilitating improved sustainability outcomes. Such outcomes are not limited to

environmental beneﬁts but extend to social dimensions, including workforce treatment and commu-

nity engagement (Piercy and Rich, 2015; Abbas, 2020; Dey et al., 2020). Furthermore, the strategic

deployment of CSR through management systems such as Hoshin Kanri emphasizes the alignment

of CSR initiatives with broader business goals, thus fostering a comprehensive incorporation of CSR

values within corporate strategies (Chiarini, 2018).

Moreover, CSR is discussed as a crucial component of organizational performance, serving as a stra-

tegic management tool rather than merely a compliance or ethical obligation. Through the enhance-

ment of Corporate Social Performance, CSR initiatives are shown to signiﬁcantly impact business

sustainability and performance. This is particularly evident in sectors where CSR practices are tied to

operational routines, thereby enhancing stakeholder satisfaction and competitive advantage. The lit-

erature suggests that effective CSR practices, facilitated by frameworks like ISO 14001 and inﬂuenced

by TQM, contribute to better transparency, ethical practices, and overall social responsibility within

organizations, reﬂecting a commitment to sustainable and ethical business practices across multiple

dimensions (Zwetsloot, 2003; Mehralian et al., 2016; Sila, 2020).

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Theme Review

Environmental

Management

Environmental management is a critical topic within the broader framework of sustainable business

practices, with a strong emphasis on integrating environmental considerations into corporate strat-

egies through TQM and CSR. The literature reﬂects a consensus on the importance of incorporating

environmental management systems, such as ISO 14001, to enhance resource efﬁciency and reduce

environmental impacts. Such systems are pivotal in aligning business operations with sustainability

goals, fostering green processes and products, and improving overall environmental performance

(Piercy and Rich, 2015; Abbas, 2020; Zwetsloot, 2003). Additionally, the application of circular econ-

omy principles is notably discussed for their contribution to resource conservation, waste reduction,

and enhancing environmental management across various industries (Gaustad et al., 2018; Dey et al.,

2020).

Furthermore, environmental management is often discussed in the context of CSR, where it is inte-

grated as a component of broader social responsibility initiatives. This integration helps companies

manage their environmental impacts more effectively, contributing to better corporate sustainability.

The literature also points to the strategic use of environmental management practices to bolster cor-

porate social performance, including enhancing transparency with stakeholders and improving com-

munity and environmental outcomes. Through such practices, businesses not only comply with legal

standards but also push the envelope in terms of environmental innovation and sustainability, making

environmental management a cornerstone of responsible and competitive business practices (Dou-

glas et al., 2004; Chiarini and Vagnoni, 2021).

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5. DISCUSSIONS AND CONCLUSIONS

This article serves as an initial exploration combining the terms “lean,”

“six sigma,” and “social economy,” marking a novel intersection in scholarly

research. However, the deﬁnition of search terms could have beneﬁted from

broader expert input in both ﬁelds, which might have expanded the relevant

article pool. The analysis primarily focused on the articles obtained through

the search and, apart from co-citation analysis, did not extensively utilize other

bibliometric techniques like bibliographic coupling that could have enriched

our understanding of the scholarly networks. Additionally, a more detailed

examination of international collaborations and publication sources could

provide deeper insights into the global impact and dissemination of research

in these intersecting domains.

The “Performance Analysis” section highlights a modest international

collaboration rate and a low number of single-authored papers, indicating

limited research efforts. It suggests a stagnation in theoretical development,

with a dependency on foundational studies, and points out the need for

increased collaboration and fresh research to rejuvenate the ﬁeld. The

“Intellectual Structure” section of the science mapping demonstrates limited

interconnectivity in research collaboration, primarily conﬁned within small,

isolated clusters of authors and institutions. This segmentation suggests

missed opportunities for broader, synergistic collaborations. Additionally,

while selective international co-authorship exists among a few countries, major

contributors like China show weak collaborative ties, indicating potential areas

for expanding inclusive international research partnerships. The “Thematic

Analysis” section emphasizes the strong interdisciplinary connections in “lean six

sigma” applications, particularly between CSR, total quality management, and

sustainability. It reveals a robust integration of CSR in continuous improvement

frameworks, highlighting an opportunity to extend these practices more directly

into the social economy’s core structures. The ﬁnal section of the document

reviews sixteen articles on the application of “lean six sigma” methodologies,

focusing on themes highlighted in the thematic analysis such as TQM, Business

Performance, Sustainable Development, CSR, and Environmental Management.

It emphasizes the integration of TQM and CSR strategies to improve corporate

sustainability and operational efﬁciency across various industries.

The bibliometric analysis reveals a distinct absence of convergence among

researchers in the ﬁelds of “lean,” “six sigma,” and the social economy. This lack

of interconnectedness suggests a missed opportunity for synergistic research

that could bridge the gap between operational efﬁciency methodologies and

social economy applications. Addressing this, future research should focus on

establishing a relationship between these disparate areas, exploring how lean

and six sigma methodologies can be speciﬁcally adapted to enhance both

the operational efﬁciency and social impact of social economy organizations.

Additionally, comparative studies are needed to overcome the barriers

to effective interdisciplinary collaboration and integrate these operational

strategies more robustly within social economy frameworks. Such investigations

would ﬁll critical academic gaps and offer practical insights for organizations

aiming to meld efﬁciency with social value creation.

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