Though perceived effectiveness moderates the relationship of organic food consumption with perceived health risk and attitude, green trust does not bridge the attitude-behavior gap. Further, this study confirms that there is an attitude-behavior gap, as both environmental and health attitudes seem to have a weak Cohen f 2 effect on organic food consumption. Consequently, this leads consumers to adopt organic food. Our findings indicate that consumers' perception of health risk plays a significant role in developing positive environmental and health attitudes. The data were collected from 461 consumers through Amazon Mechanical Turk platform. Further, we also assess the role of perceived effectiveness and green trust in moderating the proposed relationships. The study examines how perceived health risk shapes both health and environmental attitudes, leading to organic food consumption. This study is grounded within the theoretical framework of attitude-behavior-context. This study contributes to the debate on rethinking traditional skills, accentuates the need for adjustments, and proposes a socio-technical framework that can be used in a project manager’s routine to enable better Lean project execution, help with decision making, and increase the understanding and meeting of customer needs. Research findings revealed convergences regarding the practitioners’ perception regarding the ten CSSs identified in the literature, and portray two latent factors, human and process factors, which can assist decision-makers in implementing LPM by offering a better perspective of the key factors that add sustainable value for companies in the digital transformation context. Data analysis was conducted with descriptive statistics and factorial analysis. This empirical study intends to set the CSSs from a practice perspective and explore the benefits they generate throughout the organization. For this purpose, a mixed-method approach was used, combining literature review and a survey with 166 Brazilian professionals. This paper aims to identify the critical soft skills (CSSs) to implement LPM in the I4.0 era and to investigate, from the perspective of organizations, the latent factors for LPM implementation that generate sustainable value. In the digital transformation era, it is essential that Lean practitioners develop socio-technical thinking while also prioritizing interpersonal soft skills that directly affect their ability to solve problems in order for the company to grow sustainably. Motivated by the project uncertainties of complex realities brought by the fourth industrial revolution, Industry 4.0 (I4.0), researchers must look at Lean project management (LPM) soft skills as a new mindset to have a holistic view of customer needs and to improve value to the organization.
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