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This analysis examines the influence of varying levels of consciousness on the problem solving effectiveness of chief executive officers (CEOs). Specifically, it applies the original work of Ken Wilber, considered one of the most important theorists in the field of consciousness studies of our time, to executive leadership. The paper proposes that as CEOs move to higher levels of consciousness, their problem solving capabilities become more effective for their situational contexts. The argument set forth is that CEOs at higher levels of consciousness will be more effective problem solvers for their organizations and experience greater levels of self‐fulfillment than CEOs operating at lower levels on the Spectrum of Consciousness.

Epistemology of organizations denotes how we can gain knowledge of organizations. A critical, postmodernistic analysis suggests that the only knowledge we can gain from our traditional concepts of organization is emptiness. A proposed solution is to increase the understanding of individual and group consciousness. Individual consciousness is categorized in materialistic, dualistic and transcendent views, and group consciousness in interactive – defined in terms of its content and dependence on spatial and symbolic interaction – and collective, dependent on a subliminal transcendent consciousness. The last category is further divided into logically deduced and experiential sub‐categories. It is argued that the present understanding of organizations is based on interactive consciousness and needs to move beyond that level in order to progress. An alternative transcendent epistemology of organizations is introduced, based on transcendent experience, and a model of organization based on the transcendent epistemology is suggested. This model features a transcendent transition – transcition – as a basis for organizational change, and two cases are analyzed. It is concluded that a new paradigm based on a new science of consciousness is needed in order to do justice to the vast potential of human consciousness.

The purpose of this paper is to propose a new generic human resource management (HRM) system linked to a novel and more developed social and organizational paradigm: the common welfare HRM system.

This conceptual paper builds on the concept of individual consciousness to better understand the differences between the three generic HRM systems. It relates different levels of consciousness to one of the most cited HRM system typologies: the control and the commitment HRM systems. The control HRM system will be related to a low level of consciousness. The commitment HRM system will be related to a medium level of consciousness. And the highest level of consciousness is related to the proposed common welfare HRM system. This latter system of HRM practices will be supported by examples of three very innovative organizations.

This paper presents a new HRM system that intends to foster innovation and creativity all around the organization, and represents a development on the traditional control and commitment. The common welfare HRM system implies a new approach in management and HRM, away from the primacy of the ego, competition and hierarchy.

The common welfare HRM system is related to highly innovative organizations and implies a paradigm shift in which a more humanistic view of individuals is offered.

The paper clarifies the several HRM practices related to the three HRM systems: control, commitment and common welfare.

The paper theoretically underpins the existence of a new and more developed HRM system through consciousness levels and analyzes the particular HRM practices of this new system.

This paper aims to share key ideas forwarded in the five-book series focused on the Intelligent Social Change Journey (ISCJ) reflecting the latest research in the Consciousness Series supported by the Mountain Quest Institute and collaborators. This review is based on five separate books released as Part I (Laying the Groundwork), Part II (Learning from the Past), Part III (Learning in the Present), Part IV (Co-Creating the Future) and Part V (Living the Future) of The Profundity and Bifurcation of Change.

Reflecting the consilience approach taken by this in-depth research, the review of ideas provided in this paper tap into a deep array of research in knowledge and learning, with specific reference to recent neuroscience understanding that is emerging, and looks to psychology, physics, cell biology, systems and complexity, cognitive theory, social theory and spirituality for their contributions. The five books are heavily referenced (look to the larger work for these references) and, considering the individual as an intelligent complex adaptive learning system (Bennet et al., 2015b), entangle materials from science to philosophy, facts to psychology, management to poetry and words to pictures. This much shorter review can only partially represent this approach.

At this point in the history of humanity ? in the midst of a conscious expansion of our human capacity and understanding ? the rules are changing. As we move away from predictable patterns susceptible to logic, we are increasingly reliant on our ?gut? instinct, an internal sense of knowing that can tap into the intuitional plane. Yet, this knowing can only serve us if we ?know? what to do with it, how to act. Development of our mental faculties is essential to acting. We are on a developmental journey of the body, mind and heart, moving from the heaviness of cause-and-effect linear extrapolations, to the fluidity of co-evolving with our environment, to the lightness of breathing our thought and feelings into reality. Grounded in development of our mental faculties, these are phase changes, each building on and expanding previous learning in our movement toward intelligent activity.

This review lays the groundwork for the ISCJ, exploring consciousness through the lens of the cause-and-effect logic of Phase 1 (Learning from the Past), the co-evolving of Phase 2 (Learning in the Present) and the creative leap of Phase 3 (Co-Creating the Future). This research connects the expansion of consciousness to development of the human knowledge system.

Nutritional disorders and unhealthy nutrition, which are recognised as the causes of many widespread health problems (overweight, obesity, diabetes, cardiovascular disease, cancer, etc.) have emerged as a significant problem that requires resolution. The purpose of this study is to influence dietary preferences and to reduce current health issues by using gamification as a social marketing tool. To this end, the decision-making processes affecting food choices in individuals based on calorific content were evaluated and the effectiveness of gamification in encouraging consumers to make lower-calorie choices was examined.

An experimental design was used to determine the effect of gamification on the dietary preferences of consumers. An independent factorial design (between groups) in which multiple variables were tested with different subjects was used to test the factors that were thought to affect the food choices made by the participants from gamified and non-gamified menus.

In Study 1, menus (gamified vs non-gamified) and nutritional consciousness (low vs high) had a significant main effect on the total calorie count of the selected foods. In Study 2, menus (gamified with prices vs non-gamified with prices) had a significant main effect on the total calorie count of the selected foods, while nutritional consciousness (low vs high) did not. A significant interaction was observed between menus and nutritional consciousness.

Gamification can be used as an important publicity tool for promoting public health using different influential factors such as price.

This study shows that people can change their food preferences positively through gamification. It shows further how people tend to evaluate the price of their food rather than the calorie count when making dietary preferences. Gamification can, therefore, be considered a promising social marketing tool for improving public health.

Suggests that development of consciousness is a fundamental causal variable underlying the complexity of behaviours and psychological qualities associated with leadership. This unified model is supported by evidence which indicates that world‐class leaders experience a silent, expanded, restfully alert, and non‐attached state of consciousness, which forms the basis of higher states of consciousness, more frequently than comparison groups. Discusses transcendental meditation, a mental technique which systematically cultivates development of consciousness, as a technology to lay the foundations for more widespread development of leadership.

This paper explores how sustainability consciousness varies among undergraduate students at a higher education institution in the Republic of Korea. Based on the analyses of survey data, this paper aims to understand the present state and future prospect of education for sustainable development, specifically within higher education in the Republic of Korea.

This study involves analyzing 254 complete responses from undergraduate students at Seoul National University using confirmatory factor analysis. Subsequently, it explores how five variables (gender, grade year, type of college, prior exposure to sustainable development and prior exposure to education for sustainable development) influence the level of sustainability consciousness among these undergraduates.

The goodness-of-fit indices of the adapted sustainability consciousness questionnaire indicate a good fit. The analysis reveals a notable gender-based disparity in sustainability consciousness, with female students exhibiting higher levels than their male counterparts. Additionally, academic progression also affects sustainability consciousness; students in their first and second years show greater awareness compared to those in their third year. Furthermore, the academic discipline of respondents plays a role, as evidenced by students from the College of Education displaying higher sustainability consciousness than those from other colleges.

This research distinguishes itself from prior studies in two key dimensions. First, it offers an analysis of the sustainability consciousness among South Korean undergraduate students, with a particular focus on those who have experienced the COVID-19 pandemic. Second, this study endeavors to establish the validity of sustainability consciousness as a psychological construct, expanding the understanding of its implications and relevance in the context of higher education.

The purpose of this paper is to analyze learning organization by comparing with other types of organizations. This typology is based on the levels of consciousness and relates each type of organization with a level of learning and an organizational structure.

This is a conceptual paper based on the concept of levels of consciousness.

The paper proposes that learning organization requires the highest level of consciousness.

The paper uses the levels of consciousness to compare learning organization with other types of organizations.

This study aims to integrate price consciousness into the promotional effectiveness framework. Specifically, it aims to analyse whether price consciousness affects the evaluation of price discounts and premiums at two different benefit levels (moderate vs high).

An experiment was conducted with two promotional benefit level (moderate, high) × two promotion type (price discount, premium) between subjects design. A sample of 229 undergraduate students was randomly assigned to a specific product‐promotion combination.

The results obtained indicate that at moderate benefit level, price discounts and premiums are equally effective for high price conscious consumers. However, price discounts are more effective than premiums for low price conscious consumers. At high benefit level price discounts are more effective than premiums, but this effect is more apparent for high price conscious consumers.

The limitations of the study are those typically applied to the experimental methodology. Specifically, only two product categories and two types of sales promotions were used which limits the generalization of the results. Another potential limitation is the use of students' respondents.

It is recommended that managers should know how price conscious their consumer segment is before taking any decisions regarding the promotional strategy. To be more effective, it is recommended to offer premiums instead of moderate price discounts if the target segment is high price conscious. However, such a recommendation should only be followed when the target is not low price conscious, because for this consumer segment a moderate discount is preferred.

To analyze the effectiveness of a promotion, most of the present research has focused on the benefit provided, and the promotional framework used. However, lacking in this research are insights into how consumer personal characteristics may affect that effectiveness. The current research is to fill this gap in knowledge about consumer responses to sales promotions incorporating price consciousness in the analysis.

Presents a critical analysis of the “planned change” and “learning organization” approaches to organizational change, and their underlying classical and quantum paradigms. Drawing on a review of the corresponding paradigms in modern physics, concludes that both approaches are incomplete, as they fail to identify a common unifying basis for the organization. Identifies as a unifying basis the “subjective” aspect of the organization, which is accessible in the consciousness of its individual members; then locates a comprehensive framework for organizational change in the worldview of the ancient Vedic tradition of knowledge. The corresponding strategy for organizational development is based on the utilization of systematic, effective techniques for the development consciousness which have been introduced by Maharishi Mahesh Yogi. Empirical research has shown these techniques to develop the mental, physiological and social capacities of the individual. It is predicted that this consciousness‐based strategy, applied in the organizational context, will simultaneously strengthen the alignment between the organization’s goals, the development of the individual and the needs of the environment.