Purpose This study aims to examine whether mindfulness training reduces burnout and enhances work–life balance (WLB) and explores the mediating role of job satisfaction (JS). The research addresses growing concerns about employee well-being (EWB) by evaluating how mindfuinterventions may alleviate stress and improve organisational outcomes. Design/methodology/approach Data were collected from 510 respondents and 362 valid responses from IT industry employees in Delhi NCR and Mumbai via an online survey were collected. Validated scales measured mindfulness, burnout, JS and WLB. Regression analyses and mediation models tested direct and indirect relationships among these variables, with JS as a proposed mediator. Findings Results indicate that mindfulness training significantly decreases burnout and increases JS. Furthermore, JS mediates the mindfulness–burnout relationship, explaining 89% of the variance in burnout. In contrast, while mindfulness training directly improves WLB, the mediation effect of JS on WLB was not significant, highlighting the importance of additional organisational factors in managing work–family demands. Research limitations/implications Findings are constrained by a cross-sectional design and sub-optimal measurement properties for the WLB scale. Future longitudinal research should examine how organisational context and leadership styles influence the long-term sustainability of mindfulness programs. Practical implications Organisations should integrate mindfulness training into broader well-being initiatives to reduce burnout and foster JS. However, complementary measures such as flexible work arrangements and supportive leadership are crucial to fully address WLB challenges. Originality/value By quantitatively demonstrating JS mediating role in mitigating burnout, this study provides new insights into how mindfulness interventions shape EWB.

Purpose The objective of this study was to examine whether and to what extent Quality 5.0 approaches, with an emphasis in the study on the combination of advanced technologies, humanistic principles of leadership and sustainability, would influence key organizational outcomes. Whereas Quality 4.0 primarily focused on the role of automation and digital tools, Quality 5.0 is concerned with ethical use of artificial intelligence, staff commitment and engagement, along with associated responsibility to the environment, thus operating in close alignment with the Industry 5.0 framework. This study investigated the effects of three Quality 5.0 enablers – technological factors (TF), human-centric and managerial factors (HCMF) and sustainability and customer experience factors (SCEF) – on four outcome constructs: quality and performance outcomes (QPO), customer-centric outcomes (CCO), business and financial impact (BFI) and sustainability and ethical impact (SEI). Design/methodology/approach The study employs structural equation modeling (SEM) using SmartPLS to evaluate the relationships among Quality 5.0 variables. Data were collected through a structured survey administered across Indian organizations from diverse sectors, including manufacturing, services and education. Findings The results confirm that TF, HCMF and SCEF have a positive and significant influence on all four outcome variables (QPO, CCO, BFI and SEI). This demonstrates that the effective implementation of Quality 5.0 requires not just technological adoption but also strong leadership, employee engagement and sustainability-focused strategies. Research limitations/implications The results are contextually anchored in the Indian organization context and may impede the generalizability in other spaces; hence, the findings offer an empirical basis for practical application of Quality 5.0 initiatives for real-world quality management frameworks. The results suggest that technology in its own right is not sufficient and that the human and ethical dimensions play an essential role in quality transformation. Originality/value This study is among the first to propose and empirically validate an integrated Quality 5.0 framework. It contributes both theoretically and practically by linking digital, human-centric and sustainability drivers to multi-dimensional quality outcomes, offering organizations a strategic roadmap for responsible and future-ready quality management.

ABSTRACT Although research shows that employee-owned firms perform better, findings have been inconsistent. Scholars articulated synergistic effects between employee ownership and high-performance work practices (HPWPs) as a reason for mixed results. The author proposes a conceptual overarching framework for the employee-owned organizational context based on Gestalt and Social Cognitive Theory tenets, and empirically evaluates employees’ participation in problem solving as a mediator between ownership identification and employee attitudes with 226 workers from three US-based 100% employee stock ownership plan (ESOP) firms. Findings indicate that participation in problem solving partially mediates the relationships among ownership identification and two measures of employee attitudes (job satisfaction, trust in leadership), and that employees with above-average levels for both ownership identification and participation in problem solving have higher job satisfaction, trust in leadership and organizational commitment than those with below-average levels for both ownership identification and participation in problem solving. The main implication for research is the understanding of the role of participation in problem solving as a HPWP and its effects on employee attitudes in 100% ESOP firms; for practitioners, the study highlights the relevance of enabling employees’ participation in problem solving during early stages of ownership identification development for enhanced employee attitudes.

Organizations increasingly rely on data visualization platforms to translate analytics into managerial action, yet prior research offers limited theoretical explanation for why similar tools produce divergent organizational outcomes. This study develops a conceptual framework that links visualization design philosophy (dashboard-centric versus workflow-centric), user cognitive strategies (monitoring versus exploration), organizational context (governance-oriented versusexperimentation-oriented), and analytical outcomes (operational control versus innovation). Drawing on theories of sensemaking, digital governance, and organizational ambidexterity, the paper advances six propositions specifying how visualization paradigms shape analytical reasoning, how cognitive strategies mediate the relationship between tool design and outcomes, and how organizational context moderates these effects. The framework further introduces the notion ofcognitive ambidexterity enabled by hybrid visualization environments that integrate standardized reporting with exploratory modelling.By reframing visualization systems as cognitive infrastructures embedded within organizational logics, the study contributes to analytics and information systems theory and offers a foundation for future empirical research on the strategic value of visual analytics. Keywords: Visual Analytics, Business Intelligence Systems, Data Mining Tools, User Sensemaking, Analytics Governance, Cognitive Fit

Background: The humanization of care is increasingly recognized as a core component of healthcare quality; however, its meaning remains complex and strongly shaped by organizational, professional, and educational contexts. Nursing students, as future healthcare professionals, play a crucial role in the development and transmission of humanized care values, making their representations of the humanized hospital particularly relevant for understanding how these values are constructed during professional education. Aim: To explore how undergraduate nursing students conceptualize the humanized hospital. Methods: A qualitative exploratory study was conducted involving 742 undergraduate nursing students enrolled in a Bachelor of Science in Nursing program in Italy. Data were collected through a single open-ended written question inviting students to describe how they imagine a humanized hospital. Textual data were analyzed using Automatic Analysis of Textual Data within an Exploratory Multidimensional Data Analysis framework, enabling the identification of shared lexical patterns, discursive clusters, and latent semantic dimensions within a large textual corpus. Findings: Students articulated the humanized hospital as an integrated and system-oriented care environment in which relational, organizational, professional, and holistic dimensions are deeply interconnected. Humanization was associated not only with empathy, respect, and emotional engagement, but also with organizational functioning, teamwork, adequate resources, and professional competence. Two latent dimensions structured these representations: the first highlighted organizational systems as enabling conditions for person-centered care, while the second framed professional operability and technical competence as foundations for a holistic understanding of patients’ physical, psychological, and social well-being. Conclusions: Undergraduate nursing students’ discourse revealed an articulated and multidimensional representation of hospital humanization, conceptualizing it as an emergent property of healthcare environments rather than as a function of individual attitudes alone. These findings underscore the importance of addressing hospital humanization simultaneously at relational, educational, and organizational levels and highlight the need for nursing education programs and healthcare institutions to foster structural and professional conditions that sustainably support humanized care in clinical practice.

Engineering remains a highly gendered and racialised profession in South Africa, shaped by enduring historical inequalities and the imprint of institutionalised exclusion that structures women’s experiences of belonging and professional legitimacy. While women’s underrepresentation in STEM is well documented, there remains a limited body of qualitative, intersectional, identity-focused research examining how women engineers negotiate professional identity within everyday organisational contexts. Addressing this gap, this qualitative study draws on semi-structured interviews with nine women engineers working across diverse engineering fields in South Africa and employs inductive reflexive thematic analysis informed by an intersectional and social constructionist framework. The findings identify one overarching theme, Negotiating the Intersection of Multiple Identities, capturing how women’s professional identities are continuously negotiated within engineering cultures characterised by the continued privileging of narrow norms of competence and belonging. Identity negotiation was shaped by intersecting gendered and racialised norms, with variation linked to pressures of professional legitimacy, relational positioning, and anticipated life-course considerations. The study demonstrates that professional identity negotiation among women engineers is a relational and ongoing organisational process rather than an individual or episodic response to workplace demands, and offers analytically transferable insights for scholarship on identity, belonging, and legitimacy in masculinised and historically unequal STEM contexts.

Purpose Psychological capital (Psycap) and employee well-being (EWB) have both been identified as constructs within positive psychology; however, there is a lack of detailed investigation that establish their relationship. This study aims to examine how Psycap affects EWB and ascertain the significance they hold for each other in diverse geographical and organizational contexts. This meta-analysis is a step toward accomplishing United Nations Sustainable Development Goals (UN-SDGs) – 3, 5 and 8. Design/methodology/approach Using content and meta-analysis, this study combines findings from 5,169 respondents worldwide, published between 2016 and 2025. The comprehensive review analyzes academic literature by identifying key authors, documents, keywords and journals while examining existing literature and patterns. Findings The meta-analysis unanimously indicates a significant positive association between Psycap and EWB. The meta-method indicates that this primal association is moderated by gender; wherein the association becomes a little accentuated for women. This goes on to state that the association between Psycap and EWB shall be more meaningful in the case of women participants, though the increase is abysmal. This ascertains that gender is an essential indicator of moderating the Psycap–EWB relationship. Research limitations/implications The authors identify the association between Psycap and EWB to be mitigated by gender; future investigations need to substantiate this with perennial and consistent research Moreover, future aggregation studies may use other databases, such as Google Scholar and EBSCO, to increase the number of relevant articles. Conclusively, they can think of analyzing this association under qualitative parameters, like theoretical frameworks, region, industry and culture. Practical implications The current meta-analysis indicates that firms invest and analyze psycap of an employee, as this may lead to employee happiness, which is theoretically evinced to influence organizational and individual performance. Firms may also try to induct women employees, as the current meta-analysis is indicative of an accentuated feeling of well-being on the inducement of positive psycap. Specifically, the current investigations have broader implications for organizations and policymakers. Social implications The study is in sync with United Nations Sustainable Development Goals (UN-SDG) 3 (well-being), UN-SDG 5 (gender parity) and UN-SDG 8 (decent work). Originality/value To the best of the authors' knowledge, the study is an initial meta-analysis that has triangulated previous research on Psycap and EWB, with major studies coming from the Asian context. Second, the current investigation has incorporated mixed empirical results, based on distinct variable measurements that rationalize the inferences considerably. Finally, this study excavates the relevance of moderating variables that offer significant cues for theory and practice.

Background In the context of accelerating digital transformation, the alignment between digital transformation initiatives and sustainable supply chain finance has become an important issue for firms seeking to improve operational coordination and financial efficiency. This alignment, however, is influenced not only by technological adoption but also by organizational and contextual conditions such as governance structures, strategic orientation, and resource availability. Existing studies have not sufficiently examined how these contextual factors jointly shape the integration of digital transformation and supply chain finance. Methods This study adopts a mixed-methods approach that combines quantitative analysis based on survey data with qualitative insights. A multidimensional analytical framework is developed to examine the contextual factors affecting the integration between digital transformation and sustainable supply chain finance. The framework includes leadership vision, strategic orientation, information-sharing mechanisms, supplier collaboration, organizational resources, process readiness, and access to financial and credit resources. Results The findings indicate that these contextual factors collectively influence the degree of alignment between digital transformation initiatives and sustainable supply chain financial models. Leadership vision and clear strategic orientation play a central role in guiding coordination among supply chain actors. Effective information-sharing mechanisms support collaboration and transparency across partners. In addition, organizational resources and process readiness significantly affect the feasibility and effectiveness of implementing digital solutions linked to supply chain finance. Access to financial and credit resources also conditions firms’ ability to operationalize such initiatives. Conclusion The study provides empirical evidence on how organizational and contextual conditions shape the integration of digital transformation with sustainable supply chain finance. The results suggest that alignment depends on a combination of strategic direction, internal capabilities, and coordination mechanisms, offering useful implications for firms seeking to design digital transformation initiatives that are consistent with their organizational capacities and operational contexts.

This study investigates the dynamic relationship between organizational culture and human resource management (HRM) practices in fostering high-performance organizations. Using a mixed-methods approach, data were collected from 150 employees and HR managers across both public and private institutions in Indonesia. The quantitative analysis was conducted using Structural Equation Modeling, Partial Least Squares (SEM-PLS), while qualitative insights were obtained through in-depth interviews with 10 organizational leaders. The findings reveal that organizational culture has a significant influence on HRM practices (β = 0.512; T = 7.83), particularly in shaping the way HR systems such as recruitment, training, and performance appraisal are designed and accepted. Furthermore, HRM practices have a strong direct impact on organizational performance (β = 0.438; T = 6.15), especially in terms of innovation, employee engagement, and productivity. Importantly, the interaction between culture and HRM was found to significantly moderate the relationship between HRM and performance (β = 0.226; T = 2.93), suggesting that cultural alignment strengthens the effectiveness of HR strategies. Qualitative findings support the quantitative results, emphasizing the critical role of leadership in bridging cultural values with HR systems and identifying barriers such as bureaucracy and low employee involvement. This study confirms that the synergy between organizational culture and HRM is not merely complementary, but essential for sustaining high performance. The research contributes to the theoretical development of HRM–culture integration and offers practical recommendations for leaders to align values and systems in complex organizational contexts. Future studies are encouraged to expand this model across sectors and national cultures to validate its broader applicability.

Purpose This study explores the meaning of being multicultural among international graduates of English-language management programs in Poland. Additionally, it examines how these individuals perceive the opportunities and challenges their multicultural identity brings to their professional lives. Design/methodology/approach Eleven participants took part in two waves of semi-structured interviews, conducted two years apart, during which they created cultural identity maps as part of a reflexive interview exercise focused on their multiple cultural identities. Findings Most participants identified as bicultural or multicultural, though they differed in how certain they were about being multicultural and how they interpreted its meaning. Some strongly embraced their multicultural identity, while others viewed it as a dynamic process shaped by their environment and life experiences. Moreover, interviewees predominantly viewed their multicultural identity as beneficial in professional settings, highlighting enhanced adaptability, improved communication skills, and advantages in cross-cultural business interactions. Several graduates demonstrated cultural variability, consciously adjusting aspects of their cultural identities depending on the context, which served as a professional asset. However, some participants faced challenges related to adaptation or issues tied to gender and religion. Practical implications The study offers recommendations for educational institutions to develop multicultural competencies and for organizations to create enabling conditions that leverage the unique capabilities of multicultural employees. Originality/value These findings suggest that multicultural identity can serve as a strategic toolkit in professional settings, empowering individuals to navigate diverse workplace environments. However, its expression may be shaped by various social factors and organizational contexts.

This literature review explores the metamorphosis of performance management from conventional evaluative mechanisms into vital organizational strategic instruments within the global competitive era. The research analyzes academic literature spanning 2021-2025 through thematic content analysis approach to identify implementation dimensions of performance management within contemporary organizational contexts. Findings reveal that strategic performance management encompasses four fundamental pillars: strategic planning aligned with corporate vision, technology-based continuous real-time monitoring, adaptive competency development responsive to industrial dynamics, and transparent objective metric-based evaluation. High-performance human resource management practices demonstrably catalyze organizational change readiness through affective commitment mechanisms, with healthy hierarchical culture serving as a significant moderator in effectiveness reinforcement. Digital transformation introduces innovative paradigms through administrative process automation, predictive analytics implementation for performance trend anticipation, and individual development intervention personalization. Transformational leadership synergizes with constructive organizational culture to accelerate collective performance optimization. Holistic retention strategies integrate evaluative transparency, contribution-based proportional compensation systems, continuous developmental investment, and effective organizational communication. Comprehensive implementation necessitates top management strategic commitment, innovative technology adoption, multi-level transformational leadership cultivation, and learning culture formation to achieve sustainable competitive advantage.

Purpose This paper aims to propose an integrative framework of fairness by synthesizing insights from organizational justice (OJ) and diversity and inclusion (D&I) literature. It clarifies how divergent understandings of fairness contribute to polarized reactions to diversity, equity and inclusion (DEI) efforts and positions fairness as a shared foundation for bridging divides. Design/methodology/approach A systematic review of 300 peer-reviewed articles from the Web of Science database was conducted. Articles were thematically analyzed to identify divergences and convergences in OJ and D&I conceptualizations of fairness, culminating in an integrative theoretical framework grounded in OJ models. Findings Fairness perceptions underpin polarized responses to DEI. Integrating OJ's focus on individual-level cognitive-affective processes with D&I's emphasis on intergroup dynamics and organizational contexts identifies three values that are central to fairness: individuality, group membership and morality. DEI backlash can be understood as perceived violations of meritocracy, procedural transparency, and moral clarity. Research limitations/implications The study is limited to published literature and theoretical exploration. Future research should examine how individuality, group membership, and morality interact to shape fairness perceptions across contexts. Practical implications The integrative fairness framework offers a basis for repairing relationships and advancing DEI with rigor. Restorative justice can help restore trust, while OJ measures offer a rigorous way to assess DEI programs' quality, implementation and impact across all groups. Originality/value This review bridges disciplinary divides by articulating a multidimensional understanding of fairness. Aligning OJ's theories and measures with D&I's understanding of identity and structural contexts addresses conceptual gaps and advances fairness research.

This study examines why Team USA athletes who had been publicly engaged in activism at the Tokyo 2020 Olympic Games largely refrained from protest at Paris 2024. Drawing on Sidney Tarrow's framework of contentious politics, it analyses political opportunities, networks, framing, and institutional environments to explain shifting patterns of athlete expression. Using a comparative qualitative design, the study synthesizes media statements, institutional documents, and policy communications from 2020–2024 to trace changes in the political and organizational context. Findings show that the decline of activism was not driven by new repression or formal rule changes but by the erosion of public legitimacy, institutional support, and collective framing infrastructures that once legitimized protest. The analysis extends Tarrow's framework by showing how athlete activism unfolds as institutionally embedded contention , shaped less by formal access to power than by the symbolic permission and elite endorsement that determine when expression is tolerated. The study concludes that athlete activism rises and falls with the institutional and cultural environments that make dissent possible.

Purpose This study aims to investigate the role of artificial intelligence (AI) in workplace coaching and to provide a framework for integrating AI and human intelligence to enhance employee learning and development. Design/methodology/approach This study employs a comprehensive review of existing literature, focusing on understanding the role of humans in the loop while integrating AI systems into workplace learning processes. Data for the review were collected from the Google Scholar database using the search criteria (“Artificial Intelligence Coach” OR “AI coach”) AND (“Human Coach” OR “Workplace Learning” OR Organizational Development” OR “Human-AI integration”). We further filtered the results to the Management and Business categories, followed by the abstract review to identify the final articles considered for the review. Findings The review highlights the growing utility of AI in providing insights, feedback, and decision support while underscoring its limitations in promoting empathetic response, critical thinking, ethical judgment, and adaptive learning. The proposed AI-HIL framework emphasizes the complementary roles of humans and AI in workplace coaching, ensuring humans remain actively engaged in monitoring, decision-making, and contextual interpretation. Comparative insights suggest that combining human expertise with AI’s analytical capabilities can optimize learning outcomes, trust, and engagement within organizations. Research limitations/implications Future research should investigate how long-term repeated interactions with AI-HIL systems affect employee learning outcomes, trust, engagement, and reliance on AI over time. Scholars might also explore the extent of human monitoring and the level of autonomy required to achieve optimal learning outcomes. Comparative studies of AI and human coaching, both independently and collaboratively, could provide further clarity on the differential impacts on the emotional, cognitive, and behavioral development of employees within organizational learning contexts. Practical implications The AI-HIL Complementary Coaching Framework emphasizes that organizations should not rely solely on AI systems; instead, AI should serve as an augmentative tool that supports and enhances human coaching, decision-making, and learning. In addition, managers and leaders play a crucial role as experts, guiding the AI-generated insights using human intelligence and empathetic support. Furthermore, the socio-technical alignment necessitates that organizations integrate AI tools into workflows that facilitate meaningful human participation. This includes providing human coaches with access to AI-generated insights, training them to effectively interpret and act on these insights, and establishing mechanisms to monitor and correct AI outputs to prevent errors or bias. Originality/value This study contributes a novel conceptual framework that integrates AI and HIL principles, addressing a gap in understanding how AI can augment rather than replace human coaching in the workplace.

Primary care practices experience challenges to implementing team-based care, and these challenges may be more pronounced in small-to-medium-sized independent primary care practices (SIPs). Our objective is to provide a review of the literature on team-based care implemented within SIPs. The literature was identified using keywords related to primary care and team-based care in PubMed/MEDLINE, CINAHL, Cochrane Library, and EMBASE. Studies on team-based care within small-primary care settings were extracted and organized according to the four domains of the Integrated (Health Care) Team Effectiveness Model (ITEM) framework. Twenty-five studies met our criteria for inclusion and were included in our review. Of those, only nine of the included studies solely focused on SIPs. Studies addressed some component of task design, including the composition of the team (i.e. MA and MD dyads) and the features of the task (i.e. role interdependence). Studies also discussed team processes, such as communication and coordination. Few studies discussed psychosocial traits during implementation, including trust and psychological safety. Lastly, studies described the organizational context of the practices, which includes their structure, resources or training environment. Identified barriers for team-based care implementation included financial constraints when hiring additional staff and issues with the current payment models that reward team-based care. Studies solely focused on small primary care practices are limited. Of the four key domains, the biggest gap was identified around psychosocial traits and how mutual trust is fostered. Areas of future research include attention to how trust is built as practices implement team-based care and shift their mental model.

Women remain underrepresented in leadership, particularly in traditionally masculine work settings. At the same time, the visibility of this imbalance has led to growing calls for diversifying leadership. This research examines how both men and women contribute to the preservation or disruption of gender inequality in masculine organizational contexts. Men remain the gatekeepers of change-deciding who rises to the top and under what conditions-while women face the strategic dilemma of fitting in by downplaying inequality (supporting the status quo, sometimes called 'queen bee behaviour') or 'rocking the boat' by advocating social change (challenging the status quo). Across five experimental studies (total N = 887), we examined how evaluators assessed male and female leadership candidates who either supported or challenged the status quo. Results revealed that although men favoured female over male candidates, they consistently preferred women who reinforced the status quo over those who advocated equality. By contrast, male candidates who supported the status quo were penalized, and female evaluators showed no such preferences. These findings highlight subtle mechanisms through which gendered power dynamics are maintained, underscoring both the strategic trade-offs women must navigate to advance and the conditional nature of men's support for gender equality.

As global value chains integrate firms operating under varied institutional contexts and distinct technological capabilities, the uniform adoption of green standards becomes challenging. A “one-size-fits-all” sustainability approach often fails to account for the voids faced by firms in different contexts participating in one value chain, particularly in developing economies an area where academic research remains limited and fragmented. This research gap is the motivation for the present study. Through a systematic review of 56 articles, this paper examines how technological gaps and institutional voids in global value chains (GVCs) affect firms’ capacity to leverage environmental performance across different national and organizational contexts. Building on this synthesis, we develop an integrative conceptual framework that elucidates these dynamics and offers actionable insights for managers seeking to navigate environmental performance in heterogeneous institutional and technological settings. Our findings contribute to the literature on sustainable GVCs and guide practitioners aiming to foster effective cross-border collaborations that enhance environmental performance.

To examine how the population composition, practice organisation and geographical context of general practice clinics are associated with unwarranted variation in prescribing patterns (variation not explained by patient characteristics), using potentially inappropriate medication (PIM) as an indicator of treatment quality. A nationwide register-based cohort study. Data on eligible general practice clinics (1703 clinics) in Denmark and their listed patient populations (4 369 915 individuals) were collected from 1 January to 31 December 2021. Unwarranted variation in PIM was estimated using the clinics' PIM propensity. PIM propensity in clinics was defined as the ratio between observed and expected PIM incidence among listed patients and was stratified into indicators of underprescribing and overprescribing. The results demonstrate a 13% difference in PIM propensity between clinics with the highest propensity (90th percentile) and the lowest propensity (10th percentile). When stratifying by underprescribing and overprescribing, we found a relative difference of 12% for underprescribing and 50% for overprescribing between the two groups. Clinics serving male-dominated populations (>55% men 1.11, 95% CI 1.08 to 1.14) and more socially deprived patient populations (deprivation index >40 10.11, 95% CI 1.08 to 1.14) had a higher propensity for overprescribing. Organisational factors associated with overprescribing included single-handed practices (1.08, 95% CI 1.06 to 1.10), smaller patient lists (<1500 patients: 1.07, 95% CI 1.05 to 1.09) and shorter organisational longevity (<10 years: 1.04, 95% CI 1.02 to 1.06). The propensities for underprescribing and overprescribing varied between the regional administration of clinics and increased with increasing urbanisation (>100 000 citizens: 1.04, 95% CI 1.02 to 1.07). In contrast, disease burden and age distribution in listed patients appeared to have no clinically relevant association with PIM propensity. This study indicates unwarranted variation in the medical treatment quality, primarily related to overprescribing. Inferior treatment quality was associated with patient composition, practice organisation and geographical context. This emphasises a need for new strategies to address the inverse care law and enhance patient safety.

Leadership decision-making styles exert a significant influence on employee performance, yet the underlying mechanisms are seldom linear, as heterogeneity, nonlinear responses, and cross-level dependencies often complicate the relationships. To address these complexities, this study proposes a Hybrid Multi-Method Framework (HMMF) that integrates four complementary perspectives: symmetric structural modeling to estimate direct and mediated paths, configurational analysis to capture equifinality and causal asymmetry, necessary-condition testing to identify noncompensatory constraints, and cross-level evaluation to account for organizational context. Applied to diverse organizational settings, HMMF examines how leadership styles, mediators, and moderators jointly shape performance and is benchmarked against widely used single-paradigm approaches such as PLS-SEM, CB-SEM, and fsQCA. The evaluation covers explanatory power, predictive relevance, configurational strength, and robustness, and results show that HMMF consistently outperforms these baselines.

Recent studies revealed that more than half of French business leaders are at risk of burnout. They sacrifice sleep, physical activity and often work over 60 hours weekly. Poor sleep and lack of exercise contribute to major health issues in general population. To date, no study explored the variations in health status among business leaders across different types and sizes of companies. This study aims to assess health among French business leaders, focusing on sleep quality, physical activity, anxiety, and stress levels across their different organizational contexts. We hypothesized that hierarchical positions and level of responsibility was associated with severity of health issues. 361 business leaders (158 women/203 man) agreed to complete questionnaires including: Pittsburg Sleep Quality Index, Perceived Stress Scale, Global Anxiety Disorder and International Physical Activity Questionnaire. RStudio software was utilized for descriptive statistics and analyses. Results revealed that 67.3% of them have poor sleep, 47.8% are highly stressed, and 22.5% have very low levels of physical activity. Women exhibit worse mental health and top leaders of small enterprise experience more stress, practice less physical activity and have poorer sleep The findings underscore the need for targeted health promotion strategies for leaders that take into consideration sex and organizational context.