Controlling in Klöstern

Feldbauer‐Durstmüller, Birgit; Niederwimmer, Karin

doi:10.1007/978-3-658-04795-5_56-2

Cited by 1 publication

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“…Scholars interpreted Benedictine abbeys from different organizational but also from a management perspective, for instance from that of corporate management (Rost et al , 2010; Kleymann and Malloch, 2010; Hiebl and Feldbauer-Durstmüller, 2014), public institutions (Inauen et al , 2010a), management education and relevance to work (Tredget, 2002; Tredget, 2010), ethical leadership (Chan et al , 2011), performance management (Payer-Langthaler and Hiebl, 2013; Feldbauer-Durstmüller and Niederwimmer, 2016) and family businesses (Keplinger et al , 2016). While Payer-Langthaler and Hiebl (2013) mention in their study that a Benedictine abbey can be seen as an enterprise or as a conglomerate of enterprises, in literature reviews (e.g.…”

Section: Introductionmentioning

confidence: 99%

The business model of a Benedictine abbey, 1945-1979

Ruppenthal

2019

JMH

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Purpose Management literature often neglects the business model developed by a monastic institution, as it does not fit the usual categorizations of an enterprise. Nevertheless, monastic institutions founded on Benedictine principles have proven to be economically viable and sustainable over centuries. This paper aims to examine, with the adoption of a single case study, the components of a Benedictine business model, their interrelationship and the role of sustainability. Design/methodology/approach This case study combines in-depth data collection from multiple sources such as field research, archival documents and publicly available information to examine the dynamic business operations of a Benedictine abbey. Findings The analysis suggests that the Rule of St Benedict and the Benedictine values, and a commitment to them, are important for the success of the Benedictine abbey concept and that the business model is both place-based and sustainable. Research limitations/implications A single case study has its limitations compared to the use of multiple examples. Business model concepts are not simply applicable to a monastic institution and vice versa; the Benedictine model is not easily transferable to conventional enterprises. Practical implications Generalizations from a single case study are limited; nevertheless this paper offers practical implications through the study of a monastic institution, showing place-based and sustainable business practices from which management scholars can make assumptions. Originality/value This paper describes and analyses the inception, development and stabilization of a sustainable place-based business model of a Benedictine abbey according to three stages over a period of 35 years while evaluating the sustainable business model from its inception.

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Section: Introductionmentioning

confidence: 99%

The business model of a Benedictine abbey, 1945-1979

Ruppenthal

2019

JMH

View full text Add to dashboard Cite

show abstract

Controlling in Klöstern

Cited by 1 publication

References 13 publications

The business model of a Benedictine abbey, 1945-1979

The business model of a Benedictine abbey, 1945-1979

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