Businesses

Quiet quitting—a subtle form of disengagement where employees withdraw discretionary effort—poses a growing challenge for healthcare organizations. It undermines workforce resilience and compromises care quality. This study explores how organizational culture and Green Lean Six Sigma (GLSS) practices interact to address this issue, fostering employee commitment and job satisfaction. We analyzed data from 312 healthcare professionals using SEM to examine five hypothesized relationships concerning the independent and combined influence of culture and GLSS. The findings reveal that a supportive workplace environment is strongly associated with lower levels of quiet quitting and higher levels of commitment, while structured improvement practices independently contribute to reduced disengagement and greater job satisfaction. This study identifies a synergy between culture and GLSS: a supportive culture enables improvement practices, and successful initiatives reinforce cultural trust. This virtuous cycle promotes motivation, alleviates burnout, and enhances long-term organizational resilience. The results emphasize the importance of leadership investment in both cultural development and participatory improvement practices. Aligning process optimization with ethical and human-centered principles can strengthen engagement and ensure sustainable, high-quality healthcare delivery.

The aim of this paper is to fill the identified gap in the literature regarding mapping key values within Leadership 5.0. Our study indicates that Leadership 5.0 (L5.0) shows a transformative shift in leadership, demanding innovative leaders to adopt agile and digital mindsets, hence fostering innovation whilst balancing human and technological needs in Industry 5.0 settings. Developing people-centric leadership skills is critical in order to build collaborative innovation between humans and machines. In this way, human expertise is integrated with technology, to drive future-ready organizations. Findings show that L5.0 prioritizes continuous learning environments to adapt to rapidly evolving challenges. This ensures that organizations are agile, resilient, and ready for the future. L5.0 recognizes that intellectual capital—driven by human creativity, emotional intelligence, and collaboration—is essential for sustainable innovation in the digital shift. This paper’s theoretical contribution is a conceptual analysis of L5.0. We present a comprehensive and actionable conceptual model for mapping L5.0. We identify five key L5.0 pillars from the literature: human-centric leadership, future readiness and adaptability, a sustainability and ethics focus, collaboration and inclusion values and an innovation and experimentation approach to leadership. We develop a 30-item L5.0 survey instrument, anchored in the literature, and we conduct initial pilot testing for item clarification. The survey instrument application can provide valuable management insights: a road map for assessing the presence and maturity level of L5.0 in organizations.

This systematic literature review critically examines sustainability challenges and opportunities within fibre-based process industries (e.g., paper and nonwoven), pivotal energy-intensive sectors in the EU. Using an adapted PRISMA guideline, it analyses the evolution of sustainability concepts, key regulatory frameworks (e.g., European Green Deal, Corporate Sustainability Reporting Directive), and established management tools (e.g., ISO 50001, life cycle assessment). The review uncovers critical gaps, including a persistent lack of integrated approaches across environmental, economic, and social dimensions, alongside superficial strategic embedding of sustainability. Furthermore, regulatory fragmentation significantly hinders effective implementation. The study also highlights uneven technology adoption and practical obstacles for circular economy models, largely because sustainability often remains a parallel function rather than a core business driver. Ultimately, transformative sustainability demands integrated, sector-specific strategies, robust data, and strong leadership. This necessitates streamlined regulations, accelerated technology uptake, and enhanced multi-stakeholder collaboration, embedding sustainability into core business models beyond mere compliance.