For four decades, stakeholder theory has played a key role in many research fields, from strategy to business ethics. More recent developments in the field of behavioral stakeholder theory highlight the importance of individual managers and their mindsets. The role of stakeholder theory mindsets of managers, however, has not been empirically investigated. Despite the prominence of stakeholder theory in management research, no measurement scale exists at the level of individuals that would allow scholars to assess the degree to which a manager agrees with the key assumptions of stakeholder theory. This research develops a scale to measure managers’ stakeholder theory mindsets. To do so, we followed scholarly best practices: First, we generated items based on existing stakeholder theory literature and then had expert stakeholder scholars evaluate them. This step was followed by two independent studies for exploratory and confirmatory factor analysis and a nomological network study. The actual scale development was complemented by an additional study, which tests the predictive power of the stakeholder theory mindset scale and demonstrates its incremental validity. As a result, we propose a validated measurement scale of stakeholder theory mindsets, consisting of 18 items that load on four factors corresponding to the four main assumptions in stakeholder theory: value creation, the integration thesis, jointness of stakeholder interests, and the responsibility principle. We draw out how future research can be inspired by using this scale, which inter alia allows testing antecedents of stakeholder theory mindsets, as well as consequences for managerial decision-making.

The rapid expansion of the Information Technology (IT) sector in Chennai has transformed workplace dynamics, leading to sedentary work patterns, irregular dietary habits, and increasing health concerns among employees.The workplace food environment plays a critical role in shaping employees' food choices, overall wellbeing, and job performance.This study examines the relationship between workplace

The healthcare workforce is one of the most important resources of the healthcare system, directly influencing the accessibility, quality, and long-term sustainability of healthcare services. In recent years, a significant shortage of nurses has been observed in Lithuania as well as in many European Union countries, making this issue increasingly relevant in the context of health policy and organizational management. Demographic changes, population ageing, the growing prevalence of chronic diseases, and rising patient expectations increase the demand for nursing services; however, the pace of nurse education and retention often fails to meet these growing needs. This article analyzes the shortage of nurses in Lithuania and the European Union, aiming to assess the imbalance between the supply and demand of the nursing workforce and its impact on the healthcare system. The analysis is based on a review of national statistical data, European Union indicators, international reports, and administrative assessments from healthcare organizations. The article compares indicators related to the number of nurses, age structure, workload, and migration trends, which allows for the identification of both common and region-specific challenges across different healthcare systems. The findings indicate that the shortage of nurses has a negative impact on the continuity of healthcare service provision, increases staff workload, raises the risk of professional burnout, and may lead to challenges related to service quality and patient safety. In Lithuania, this problem is particularly pronounced in regional areas, where opportunities to attract healthcare personnel are limited and the ageing of the workforce is more evident. At the European Union level, similar trends are observed, although their intensity varies depending on national healthcare system organization and workforce policy measures. The article emphasizes that addressing the shortage of nurses requires a comprehensive approach that integrates strategic workforce planning at the national level with effective organizational management solutions. To ensure the long-term sustainability of the nursing workforce, investments are needed in nurse education, enhancement of professional attractiveness, development of career opportunities, improvement of working conditions, and implementation of staff retention measures. Coordinated, data-driven strategies can contribute to the development of a more stable and efficient healthcare system in Lithuania and the European Union.