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This chapter introduces and discusses spirituality in the workplace from the lens of corporate culture. Organizational members represent the core embodiment of businesses, while their performance signifies vitalization of strategic goals that heavily depends on their sense of wellbeing and belonging to their organizations. In that sense, organizations must indulge on positive cycles to comprehend, tune, and affix on members' well-being for sustainable longevity and profitability. For this chapter, strategic management capsulates implementation of premeditated objectives via systematic establishment of agendas and deployment of assets. In the same vein, spirituality is centered around the self-induced nature of organizational member behaviors. Elaboratively, authors provide a condensed corpus of research to identify and touch base with the multidisciplinary nature of spirituality in differentiating business types. Accordingly, select constructs are exemplified within the general and sub-fields of management to characterize the linkages of spirituality spanning across service and production focused industries. Based on their expertise, authors exemplify tourism and hospitality literature for the representation of service-focused businesses and provide mini-review of the housed organizational spirituality literature. As a secondary focus, authors discuss the employee, management, and organizational level similarities of spirituality by largely focusing on organizational member perceptions. Distinctively, this work exemplifies the prolific studies to help distinguish longstanding “belief-centric” devotions from organizational spirituality of exemplified industries. The chapter finishes with suggestions for future studies.

With practical entrepreneurship capabilities becoming ever more important for all university graduates, whether they are starting their own business or adding value to an organisation by innovating, improving, and problem-solving, what role do business incubators (BIs) play in helping to develop these capabilities for students? This chapter aims to better understand the role of BIs as extra-curricular entrepreneurship activity in universities through a narrative account of business incubation practice in three institutions – two in England and one in Australia. Utilising a practice-led methodology, the study is underpinned by social capital theory and a critical realist ontological perspective on incubation’s mechanisms, processes, and structures. Across these examples, there are common underpinning principles of entrepreneurial learning and socio-economic development. However, there are differences in implementation regarding space for incubation. Where the BI is on campus and closely integrated with extra-curricular entrepreneurship activity, this results in a cohesive graduate startup community and ongoing peer support. With no BI present, the opposite is observed. The chapter argues that without the infrastructure to build and maintain a community of nascent entrepreneurs to benefit from sustained peer learning, there can be negative impacts on the entrepreneurs and a visible gap affecting the entrepreneurial ecosystem. The chapter concludes with a practice note providing practical considerations for university BIs in communicating the significance of the incubator peer group to prospective entrepreneurs to improve realistic expectations and potentially improve their reach to entrepreneurs who may be experiencing isolation during their startup journey.