Organizational Spirituality: Concept and Perspectives

Rocha, Raysa Geaquinto; Pinheiro, Paulo

doi:10.1007/s10551-020-04463-y

Cited by 102 publications

(97 citation statements)

References 68 publications

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“…Fourth, our study supports the influence of OS on individual psycho-social well-being, organizational commitment and volunteering intention. This study advances the literature on spirituality at work by highlighting that OS has benefits for not only the employee and the organization but also the wider community/society, a direction identified by Rocha and Pinheiro (2020) as needing greater attention.…”

Section: Discussionmentioning

confidence: 53%

“…Spirituality at work has been variously defined—as a psychological state (see, Ashmos & Duchon, 2000; Milliman et al, 2003; Pawar, 2016; Tombaugh et al, 2011), from organizational culture/climate perspective (practising higher-order values as a framework of organizational culture; Jurkiewicz & Giacalone, 2004; Kolodinsky et al, 2008; Pandey et al, 2009), leadership perspective (spiritual leadership; Fry, 2003) and diversity perspective (management of different spiritual beliefs and values; Lewis & Geroy, 2000). Underlying these multiple perspectives are the different lenses and levels of workplace spirituality ranging from individual (micro) to organizational (macro) levels (Rocha & Pinheiro, 2020). Individual-level spirituality considers the employee as a unit within the organization and concerns with their values, habits, needs, attitudes towards meaningfulness, inner life and connectedness (Pawar 2016).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

“…Organization-level spirituality concerns with the organization as a whole and is often manifested through their vision and mission statements, values, practices, rituals and initiatives adopted. Rocha and Pinheiro (2020) in their recent article urge researchers to make explicit the level of spirituality that they focus on to ensure better clarity and results.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

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Organizational Spirituality and Employee Volunteering: A Study of Mediating Variables

Khari

Sinha

2020

Vision: The Journal of Business Perspective

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The study examines the influence of organizational spirituality (OS; specifically, the spiritual value of welfare and wellness of others) on employees’ intention to volunteer for organization-supported community development programmes through investigating affective organizational commitment and psychological flourishing as intervening variables. The study uses a questionnaire-based survey design, drawing upon the sample of 288 employees from the Indian telecom sector. We assess a multiple-mediation model using PLS-SEM. Overall, the results confirm the strong total indirect effect of OS on employee volunteering intention (EVI). This article contributes to the literature on employee volunteering by directing attention towards examining the effect of organizational-level factor of spiritual values on EVI. Contribution is also made to the literature on OS by highlighting its benefits for not only the employee and the organization but also the wider community/society.

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Section: Discussionmentioning

confidence: 53%

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

See 1 more Smart Citation

Organizational Spirituality and Employee Volunteering: A Study of Mediating Variables

Khari

Sinha

2020

Vision: The Journal of Business Perspective

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“…Due to spirituality's early development stages in management studies, there is still confusion about its concept [74]. Interviewee 22 acknowledged that they had "never actually heard the term organizational spirituality" and interviewee 8 that they "do not have the necessary knowledge to answer you, so I will not be able to help you".…”

Section: Organizational Spiritualitymentioning

confidence: 99%

“…Interviewees (i1, i8, i10, i13, i17, and i18) skipped at least one question (questions 7, 10, 13, 14, or 15) regarding this subject. Even a leader's role in embodying organizational spirituality [62,[74][75][76] is not perceived. Interviewee 7 said, "I do not see the leaders' participation in that".…”

Section: Organizational Spiritualitymentioning

confidence: 99%

Business Education: Filling the Gaps in the Leader’s Awareness Concerning Organizational Phronesis

Rocha

Pinheiro

2021

Sustainability

Self Cite

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Education is a method of sharing social consciousness and social reconstruction. There is an existential crisis in business education driven by the conflict between social and financial objectives. A paradigm shift in business education requires that leaders be taught how to incorporate new competencies. Phronesis (practical wisdom), individual and collective, is an essential competence to be addressed in business education. It leads companies to continuous innovation and highly sustainable performance. We conducted 23 interviews with leaders from organizations in 14 countries to discuss some transformations that business education needs through leaders’ awareness concerning organizational phronesis. We conducted a thematic analysis of the interviews with support from NVivo software. The results demonstrate gaps in leaders’ awareness concerning phronesis and its relationships with knowledge management and organizational spirituality. Business education still needs to be reviewed to enable leaders to learn and incorporate phronesis theory and practice. Building on the gaps found in the leaders’ awareness of phronesis, we propose interdisciplinary pedagogical methods to teach business students competencies that enable the embodiment of phronesis. These changes in business education are indispensable to reach sustainability.

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Digital Leadership and Technology

Güldenberg

Langhof

2021

Managing Work in the Digital Economy

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Taylor Reloaded: The Organization as the Perfect Machine? Today at the beginning of the 2030s, we can see the problems that arise from the development of more and more capable and independent algorithms. Here, digital leaders in business are challenged, and it is not clear how things will play out. Adding algorithms to all levels of work will clearly make work streams more efficient, but as machines start making decisions, the criteria for good and bad decisions, as well as loyalty (to the firm, to the stakeholders, to humanity), may lead to unexpected results. CEOs back in the early years of the Internet economy may have thought their management positions were safe from the rise of the machines. Still, Alibaba founder Jack Ma had already stated in 2017 that he believed that companies could be run by better robotic chief executives than by human beings. Speaking at a China Entrepreneur Club event, Ma explained why he thinks machines will be able to do what humans cannot and how a lack of emotion will help robo-chief executives get things done. "30 years later, the Time Magazine cover for the best CEO of the year very likely will be a robot. It remembers better than you, it counts faster than you, and it won't be angry with competitors" (Morgan 2017), Ma said at the event, according to the New York Post. A few years later, the Chinese People's Party announced that their future party leader might be an artificial intelligence: "We have learned our own lessons from the political disasters in the past. Look at the United States or what used to be the United Kingdom. Human narcissistic leaders have divided the population and countries. We don't want to have the same happen with China."

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Organizational Spirituality: Concept and Perspectives

Cited by 102 publications

References 68 publications

Organizational Spirituality and Employee Volunteering: A Study of Mediating Variables

Organizational Spirituality and Employee Volunteering: A Study of Mediating Variables

Business Education: Filling the Gaps in the Leader’s Awareness Concerning Organizational Phronesis

Digital Leadership and Technology

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