Abstract:
This study explores the long-term sustainability of the 5S methodology in the Jaffna Urban Council, focusing on how it can evolve from a short-term initiative into a permanent organizational practice. The purpose of the study is to identify the economic, structural, social, cultural and ecological determinants that influence 5S continuity in the public sector. Guided by an interpretivist, qualitative design, the study collected primary data through 58 semi-structured key informant interviews with top managers, co-workers and public beneficiaries selected through purposive sampling. The findings reveal five interconnected themes. First, sustaining 5S is viewed as essential to protect financial investments and ensure efficient public service delivery. Second, the lack of structural mechanisms such as formal duty integration and continuous audits weakens accountability. Third, negative staff attitudes, limited knowledge and inadequate training hinder long-term adoption. Fourth, both staff and the public emphasize the importance of shared ownership, internal awareness and citizen participation. Fifth, sustainability requires integrating environmentally responsible practices and aligning 5S with external governance demands. The study recommends establishing formal accountability systems, continuous capacity building and participatory engagement with communities. The study’s originality lies in offering a holistic, triple-bottom-line–aligned framework that reconceptualizes 5S as a comprehensive governance strategy, providing a novel body of knowledge for enhancing resilience and service quality in public-sector institutions.
