The aim of this study was to determine the effect of environmental sensitivity on, employee pro-environmental Behavior, considering the role of mediating effect of Social comparison Nudge and Green Nudge. The purpose of this study is descriptive and survey method. The statistical sample in this study was 189 employees of the environmental organization of Semnan province who were selected randomly. In order to analyze the data, partial least squares method was used. The findings indicate that the instrument of measuring is well-suited and its reliability coefficient is more than 0. 7 for all research structures. The results indicate that environmental sensitivity has a positive and significant effect on employee Pro-environmental behaviour. Also the environmental sensitivity has a positive and significant effect on Social comparison Nudge and green Nudge. On the other hand, the Social comparison Nudge has a negative and significant effect on the employee pro-environmental behaviour, but the green Nudge has a positive and significant effect on these behaviors. In addition, the social comparison Nudge and Green Nudge does not play the role of mediation between environmental sensitivity and Employee Pro-Environmental behaviour. With notice of ignoring the role and importance of organizational Nudges, this research has a novel and fresh look at this category, which can lead to the emergence of more Nudges to improve and strengthen behaviors in the organizational arena.

Background: A Nudge can cause favorable behavioral changes in line with organizational goals and even increase productivity, satisfaction with, and trust in healthcare organizations. Nurses must make sound and fast decisions to meet patient needs and perform the necessary interventions as they have limited time to stop and logically analyze what actions they must take. Besides, sometimes people make decisions that are not bad for them, but they need to receive help to make better choices. Hence, nudging strategies can help them to make more effective decisions. To this end, the present study aimed to identify the reasons for using Nudges in healthcare organizations. Methods: Following interpretive philosophy and a qualitative approach, the present study sought to identify the reasons for using Nudges. This study was conducted using a grounded theory approach based on Colaizzi’, s seven-step data analysis method. The research population included nurses working in private and public hospitals in Kerman. The participants were 15 nurses who were selected through purposive sampling until the data were saturated. Results: Data analysis showed people tend to use Nudges for individual reasons such as minimizing mistakes at work, reducing stress, valuable changes, decreasing the risk of criticism, reducing the halo effect and stereotyping errors, preserving the personality, not losing freedom, cognitive limitations, increasing the probability of accepting the message, and maintaining relationships,managerial reasons such as flexible and gradual nature of Nudges, risk management, extra-role behaviors, safety, the elimination of unnecessary formalities, ease of use, cost-effectiveness, and behavior management,and finally organizational reasons such as increasing productivity, creating a favorable climate, promoting a culture of criticism, win-win strategy, increasing trust in the organization, and risk management tools. Conclusion: The data in this study revealed that staff in healthcare organizations tend to use Nudges for individual, managerial, and organizational reasons. An awareness of these reasons helps healthcare organizations to use nudging strategies in emergencies and in a limited period to change employees’,behavior in line with organizational goals and policies.

It is a privilege that some of the most promising contributors to public health ethics took the time to think and comment on my op-ed. Kristin Voigt’s (1), Emma Tieffenbach’s (2), and Yashar Saghai’s (3) ingenious comments have taught me a lot about nudging, embarrassment, and restriction. Let me address their main points one by one.

Background and Aim: The purpose of this study was to determine the correlation between organizational Nudge and organizational mobbing variables with employee job stress. Methods: The present study was conducted in the descriptive-correlation method with applied nature in 1400. The statistical population includes 228 administrative, financial, and support staff of Shiraz military hospitals. A statistical sample of 143 people was selected based on Cochran's formula. The sampling method was simple random available and the standard questionnaire measurement selection was used in which the 5-point Likert scale from strongly agree to disagree strongly was used. Demographic, organizational Nudge, organizational mobbing, and job stress questionnaires were used to collect data. The validity of the questionnaires was assessed by content, convergent and divergent methods, and their reliability was evaluated by internal consistency and composite reliability. The structural equation model was used to analyze the correlation and Amos software version 26 and SPSS version 22 were used for data analysis. Results: The output of structural equations showed that the coefficient of statistical path of t-statistic was negatively and significantly correlated between organizational Nudge variables with job stress (t = 9/25, β,=-0/586) and positively correlated between organizational mobbing variables and job stress. Is significant (t = 6/55, β,= 0/594). Conclusion: Increasing the hostile behaviors of employees in the workplace leads to increasing job stress and reducing organizational productivity. With timely Nudge and control of these hostile behaviors, the efficiency and health of the organizational environment can be increased.

Health information systems that incorporate decision-support systems (DSS) can operate effectively for diagnostic and therapeutic services, and follow-up reminders. Choice architecture can be applied in the design of DSSs. Based on ​​choice architecture, Nudges offer policymakers a non-mandatory strategy to improve individuals' decisions. A Nudge, a concept in behavioral economics, subtly alters the environment or context to influence their behavior without restricting freedom of choice. Therefore, we suggest that integrating intelligent Nudges into the design of DSS. Nudge-based DSSs can pave the way for increasing the efficiency of health information systems. More studies are needed to design effective Nudge-driven models of health information systems.

Nudge introduces libertarian paternalism approach through empirical evidence on the behavioral biases in decision making and the impact of environment on them. The libertarian paternalism approach, which is called Nudge, is any aspect of choice architecturing that changes people’ s behavior in a predictable way without changing any options, hence, retaining individuals’ freedom of choice. Because there is no neutral context, the authors argue that paternalism is inevitable. In such a situation, public policy can Nudge people towards making better decisions that are also superior in the future. The authors suggest that experts should be hired to make sensible choices. In addition to problems of adverse selections by experts, the main challenge of libertarian paternalism is unstable preferences and inevitable choice between desirable outcomes in long run over short run. In the light of enormous amounts of attention absorbed by the Nudge that is apparent in several translations in Farsi, this paper tries to review and scrutinize the libertarian paternalism approach.

The beating heart of banking is in financial intermediation and the continuous rotation of loan-deposit-loan. Nonperforming bank loan due to the locking of banks loan in a process outside of this cycle, practically take part of the banks assets out of their credit management and reduce their crediting ability. On the other hand, The use of strict techniques for Collecting Receivables such as bank fines Obtainment has caused a high level of people's mistrust in the banking system. The current research has been done with the aim of benefiting from behavioral economics tools in banks to Collecting receivables. The research is of a qualitative and experimental type, which in the qualitative part of the data was collected using a semi-structured interview, and through theme analysis, components and indicators were identified for the collect bank Receivables. The findings of the research, while emphasizing the benefit of behavioral-based executive policies to collect bank Receivables, show that it is possible to use Nudge tools that include nine main concepts: Messenger, Incentives, Norms, Defaults, Salience, Priming, Affect, Commitments and Ego are useful in the direction of collect bank Receivables. The results of the experiment conducted in 200 loan cases indicate that if collect bank Receivables are followed up only on the basis of telephone calls and without the use of Nudge, 20% of the collect bank Receivables cases will be reduced, but if in a telephone call to collect bank Receivables from if Nudge is also used, the number of will be reduced by 30%, so it is expected that the number of collect bank Receivables files will be reduced by 10% with the use of Nudge.

ObjectivePublic interest in behavioral interventions within the field of public policy has expanded significantly in recent years, largely due to a growing understanding of human behavior and decision-making. In Iran, there is increasing recognition of the need for both theoretical and practical considerations in the adoption of behavioral policy-making. This article examines the feasibility and strategic approach for establishing behavioral insight teams within Iran’s executive structure and decision-making processes. By drawing on experiences from both advanced and developing countries that have integrated behavioral insight teams into their governance frameworks, the study focuses on the potential establishment of a behavioral insight policy institution within the policy-making apparatus of Iran. Additionally, it evaluates the key organizational and structural considerations necessary for successfully embedding such an institution within the executive framework of the country.MethodsThis study adopts a qualitative research methodology, specifically employing thematic analysis to obtain an in-depth understanding of expert perspectives on behavioral policy. The target population includes university faculty members, executives, specialists, and practitioners active in the field of behavioral policy. Using snowball sampling, a total of 14 participants were initially interviewed, with two additional interviews conducted to ensure theoretical saturation. Experts were asked to respond to 10 structured sub-questions, eliciting their views on the feasibility of establishing a behavioral insight policy body and the organizational considerations for embedding it within Iran’s executive structure. Through this rigorous interview process, a wealth of qualitative data was gathered to assess both the potential and the challenges associated with forming a dedicated behavioral insight institution.ResultsThe literature review summarizes the experiences of countries with behavioral insight teams, presenting them in three areas: operational goals and tasks, institutional and organizational structure, and legal frameworks. Based on interviews with Iranian experts, the study identified 294 fundamental themes, which were organized into 8 main categories, including organizational structure, legal considerations, societal behavior, behavioral tendencies of government officials, bureaucratic ethics, and the degree of acceptance of theoretical concepts related to organizational behavior. These themes highlight both enabling factors and potential barriers to establishing a behavioral insight team within Iran’s unique governance context.ConclusionThe study suggests that successful implementation of behavioral management systems in Iran requires careful attention to institutional, philosophical, and behavioral considerations. Institutionally, it is recommended that behavioral insight teams operate outside the primary administrative governance body to maintain objectivity. After harmonization, evaluation, awareness-building, and non-mandatory recommendations, these teams can be gradually integrated within the governance structure. From a behavioral perspective, policymakers must deepen their understanding of both Iranian societal and government officials' behaviors to tailor interventions effectively. Given Iran's cultural orientation toward ideological rather than technocratic rationality, behavioral interventions must be adapted to an Iranian narrative. An Iran-specific approach to behavioral policy, emphasizing culturally resonant Nudges and superstructural adjustments, is necessary to ensure acceptance and efficacy.