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This chapter investigates the core principles of behavioral economics in the context of healthcare decision-making. By examining System 1 (automatic thinking) and System 2 (deliberative thinking), it highlights how cognitive biases and heuristics shape medical decisions for both professionals and patients. Key concepts include prospect theory, which explains risk aversion in gains and risk-seeking in losses, and the impact of framing on perception and choices. It also covers loss aversion and risk management problems, and how convenience and default options drive behavior. The powerful effects of expectations and placebos on health outcomes are also discussed, along with the influence of social proof, emotional states, human adaptability, and the endowment effect on healthcare behaviors. This chapter highlights how human thinking actually operates with regard to various frameworks.

This paper aims to identify leadership behaviours in the manufacturing sector in Jordan that enable successful Lean Six Sigma implementation.

Qualitative data were collected through 27 interviews to identify the leadership behaviours that facilitate Lean Six Sigma and a focus group to categorise the aspects by grouping them into themes. A grounded theory approach was used in the field study. The processes of constant comparisons helped in identifying the relevant aspects of leadership behaviours and integrating specific aspects into themes; these processes were iteratives. Therefore, this research project relies on the grounded theory methodology to collect and analyse the data. The authors also used a focus group to categorise the aspects by grouping them into themes. In that, the aspects were grouped around core categories.

After analysing the data, 36 aspects have emerged. The data analysis processes helped in discovering the aspects of leadership that support the use of Lean Six Sigma in the manufacturing sector in Jordan. The aspects were developed through an iterative process of analysis until the saturation level was reached. Eight themes that influence the successful use of Lean Six Sigma emerged: Training and development; Continuous improvement and development; Communication; Empowering employees; Motivating employees; Managing qualities and operations; Employees engagement and involvement; and Supporting culture

There are some research limitations to this study, which opens avenues for future research. First, the data was collected through qualitative methods, which limits the generalizability of the results. Future studies are needed to generalize the results to the wider business community. Second, the data was collected only from manufacturing organizations and did not consider other sectors. Future researchers are urged to replicate the study in other sectors. Third, this study considered only Jordanian firms; therefore, the authors call upon further research to investigate other national settings that may have a different business culture.

This study encourages businesses to follow and adopt these behaviours in organisations, which can help in developing desirable behaviours among leaders to reach advanced levels in using Lean Six Sigma. Moreover, practitioners can develop training programmes for developing leaders. Thus, the Lean Six Sigma journey can become smoother by addressing the issues that face practitioners during the different phases of implementing Lean Six Sigma. In that respect, the practical implication of this research is to describe the practices that the leadership of organisations must develop to maintain high levels of Lean Six Sigma deployment.

Scholarly studies in this field are scarce, especially in developing countries, so identifying the leadership behaviours can help researchers create a theory of leadership behaviours for Lean Six Sigma. Furthermore, practitioners of Lean Six Sigma can take into account these behaviours as crucial to the effective use of Lean Six Sigma. They can encourage leaders to follow and adopt these behaviours in organisations which can help in developing desirable behaviours among leaders to reach advanced levels in using Lean Six Sigma. Thus, the Lean Six Sigma journey can become smoother by addressing the issues that practitioners face during the different phases of implementing Lean Six Sigma.

Predictive maintenance (PdM) has attracted increasing attention in recent years owing to the emergence of advanced condition-monitoring technologies and data analytics tools. However, the application of PdM in spare parts inventory management across the supply chain (SC) has not been sufficiently investigated and its digital transformation (DT) requirements have not been adequately researched. Therefore, this study aims to analyse the organisational readiness for the use of integrated spare parts inventory management together with PdM systems across the SC.

A series of semi-structured interviews were designed and took place across organisations in various industries to address the pre-defined research aim. In total, 15 interviewees were recruited through purposive sampling, including managers and technicians in various organisations from different industries.

The findings reveal that while maintenance planning and optimisation has been the subject of extensive research for decades, manufacturers are still encountering barriers in adopting and implementing digital innovations. The experts also highlighted the need for an integrated information system (IS) enabling data sharing across the organisation since lack of integration has a vital impact on the overall business and operations performance as well as the successful DT of the enterprise. In addition, they report that the necessary and relevant data for implementing PdM is not captured or stored in their organisations.

The present study emphasises the technical, organisational, and environmental (TOE) dimensions that can affect such DT and sheds light on the enablers and inhibitors that organisations face in their efforts to be technologically ready to embrace the digital integration of PdM with spare part inventory management. It is recommended that a clear shift in management mindset and organisational culture is necessary for companies to realise the benefits of PdM and the DT that will result from its implementation.

The study of mindfulness is still shown to be of interest in different aspects of organisations and/or businesses. Therefore, this study aims to present an integrative, multi-level model of mindfulness based on a holistic approach that can contribute to better governance practices and lead to competitive advantages.

To fulfil this aim, an extensive integrative review of the literature, from the main articles about this topic, was made.

This study shows that the concept of mindfulness, a conscious presence or full attention and its relation with organisations or firms’ personal, behavioural and social characteristics, in the current context of great adversity, uncertainty and unpredictability, is of interest at the individual, organisational and social level.

This conceptual study has important implications for both practice and theory. It demonstrates that mindfulness significantly impacts the manager/business person’s ecosystem at the individual, organisational and social levels, particularly in relation to Sustainable Development Goals.

This study introduces a comprehensive theoretical model that explains this relationship and organises information from a multi-level perspective. This approach can contribute to the advancement of theory by clarifying and discussing the role of mindfulness at the individual, organisational and societal levels. It also identifies opportunities and outlines future research directions, aiming to promote more sustainable development.