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Jerry feels good as he leaves his office for the day. He takes pride in being CEO of a Healthcare System that provides much-needed services to the urban poor often in difficult circumstances. He reflects that his career has been an interesting journey. He had started as an accountant with Price Waterhouse, but found the work and time pressures very heavy. Wanting to spend more time with his family, he moved to the a health care system and rose to Controller. There had been a period while Controller when he wondered whether he had made an error in making the change, given the financial turbulence his health care system experienced with the transition to managed care. He experienced no less stress than at Price Waterhouse as he assisted his new employer to manage a turnaround to eliminate waste and reposition the system within a solid financial model. But he emerged from the turnaround with a new sense of direction and drive. Subsequently, seven years ago Healthhelp chose him as its Chief Financial Officer and he’s been CEO for almost three years. Today he’s excited about the new marketing plan he just reviewed which promises to give Healthhelp a bigger share of the home care market.

Spirituality enables a businessperson to gain a more integrated perspective on their firm, family, neighbors, community and self. Hence, business people and business faculty show a significant increase in interest in spirituality in the workplace. The new interest is measured by the growing number of professional presentations, journal articles, books and conferences devoted to the subject. A consensus is emerging on the principal elements of a spirituality for working people. It includes acknowledging God, the importance of prayer, other people and a sustainable world. Some managers and firms encourage spirituality in the workplace. Many religiously‐oriented universities are integrating mission, spirituality and service in their education.

The role of spirituality in entrepreneurship is a new area of inquiry that has emerged from different scholarly fields. There is no specific way to study spirituality as it rather depends on the context and influence of religious beliefs. This paper aims to study the integration of spirituality in the entrepreneurial journeys of individual entrepreneurs in Pakistan. Thereby focusing on the factors that set reassurance for entrepreneurs to practice their spiritual beliefs in an emerging market context.

Using a qualitative research approach and data from entrepreneurs in different businesses, this study examines how entrepreneurs reach the point where they are willing to run their businesses based on their spiritual beliefs. The data analysis technique used to study the entrepreneurs is the Gioia method of analysis, which enables key themes to emerge.

This study finds that the process through which Pakistani entrepreneurs run their businesses based on spiritual beliefs within their mission and goals can be considered as discerning spiritual beliefs, affirmation of spiritual beliefs and materializing beliefs into action. Each of these spiritual beliefs has been accumulated through lifelong learning and experience in which trust in business relationships is highlighted.

The insights of this study can be applied to different entrepreneurial ventures to create a framework of entrepreneurial businesses that incorporate spirituality within their mission and vision statements. It can then be used to design education and training activities for other spiritual entrepreneurs to enable further entrepreneurial development in different communities.

Spirituality can alter the entrepreneurial nature of a business. This means that entrepreneurs who possess high spiritual beliefs can incorporate their spirituality within specific business functions to enable a more positive outcome. This study stands as the first in Pakistan to consider the ways entrepreneurs incorporate their spiritual beliefs in their entrepreneurial journey.

This paper defines and explores the concept of intelligent spirituality. It is a deeply-grounded, emotionally-inspiring, spirituality that is human-centered, pragmatic, and intelligent. While the name is new, the idea itself has a well-respected pedigree. The American pragmatist philosopher, educator, and activist, John Dewey, more than anyone else, defined the parameters of intelligent spirituality, demonstrated its usefulness in the modern world, and, perhaps most importantly, exemplified it as a living option in his daily activities.

For those interested in the contemporary “spirituality movement” – advocates, critics, or spectators – and especially how it affects today’s business organizations, the idea of intelligent spirituality, as discussed here, provides a useful set of precise criteria to evaluate some of the many changes which are occurring in corporate America and are defended under the banner of spirituality in business. Can one distinguish, for example, between legitimate and illegitimate spirituality? Are some forms of spirituality more useful than others? To what extent can spirituality play a positive role in contemporary business? Is spirituality necessarily related to coerciveness and intolerance in business? This paper explores the assumptions of intelligent spirituality and attempts to answer these questions.

The purpose of this paper is to empirically explore the potential association between spirituality and business ethics in a hotel workplace.

A scenario-based quantitative approach was used to collect data from 165 practicing professionals in the hotel industry.

The results show that spirituality, as measured by the Spiritual Transcendence Scale (STS), did not correlate significantly with measures of ethical perception, ethical judgment, ethical intention or perceived moral intensity. There was, however, evidence to suggest that spirituality may be able to contribute incrementally to future research.

This study demonstrates that the dynamic associations between spirituality and ethics may produce different outcomes in different industry settings.

If hotel companies focus on developing ethical standards, the effects on the business ethics of managers could be considerably greater than relying on the spirituality of managers or the encouragement of expression of spirituality in the workplace.

Although the relationship between spirituality and ethics seems to be sensible, the empirical assessments on how managers’ workplace spirituality relate to their business ethics is notably lacking. The present study sought to fill this gap in literature.

With increasing ethical issues and global corporate scandals, many organisations are now looking to employ well-rounded professionals, who take ownership of their workplace while leading with their heart and soul. These organisations seem to be more concerned with relationship building and future employability (Cunha, Rego, & D’Oliveira, 2006) and are interested in the concept of spirituality with the hope that it could address ethical issues influencing their businesses.

‘Spirituality and ethics are core values that have shaped human life from time immemorial’ (Mahadevan, 2013, p. 91). Ethics and spirituality are interrelated but different as ethics is about customs and habits, while spirituality is concerned with personal meaningful experiences and differs from person to person, making it hard to define.

Organisations moving towards spirituality require leadership that can develop a spiritual climate and their learning and development has to be top priority (Pawar, 2009).

This requires management education to appreciate the concept of spirituality and like some universities globally, incorporate it within their programmes (Harris & Crossman, 2005).

To explore whether spirituality could be incorporated within the higher education curriculum, my PhD researched academic’s viewpoints in selected faculties within a regional university in Australia. This paper reports some of its findings from the data gathered through semi-structured interviews, with a focus on leadership, its relevance to ethics and the teaching of spirituality. Results indicate that academics support the inclusion of spirituality but the programmes need to be carefully designed.

Society is asking for a humanized business strategy. In this paradigm-shifting, the first change is in companies’ discourses. This paper aims to analyze an organization’s discourse involved in a scandal (environmental crime) from the perspective of corporate social responsibility and organizational spirituality.

This study conducted an interpretive qualitative study using discourse analysis encompassing Samarco, a joint venture between Vale S.A. and BHP Billiton. The collapse of the Fundão dam in Mariana, Minas Gerais, Brazil, caused the spillage of approximately 56 million cubic meters of iron ore and silica tailings, among other particles affecting 41 cities and three indigenous reserves degrading 240.88 hectares of Atlantic Forest, until reaching the Atlantic Ocean. This paper analyzed the company website and all public documents available, both before and after the crime, Code of Conduct (2014), Annual Sustainability Report (2014) and Actions Report (2016), Biennial Report (2015–2016 and 2018–2019) and the Transaction and Conduct Adjustment Term (2016). This study chose the data considering the series of judicial processes in course, environmental crime’s delicacy, and its consequences for Samarco employees, stakeholders, affected communities and families.

The spiritual elements underlined in organizational discourses are different from the corporate practice in their everyday interactions with their stakeholders. As a result, the organizations’ identity seems problematic. The company has failed to provide an environment that encourages spirituality.

This is the first article to analyze a company’s discourse involved in a scandal through the lenses of corporate social responsibility and organizational spirituality. It contributes to the research concerning irresponsible management and the rhetorical use of spirituality in management.

Social identity as shaped by religion or spirituality is unique in comparison to some other social identity dimensions because it may be invisible unless a person wears a symbol or dress widely regarded as synonymous with a given religious tradition. Yet, some employees choose to fuse their personal and work lives when religion or spirituality is a salient dimension of their social identity. Problems emerge, however, and can make for an awkward fit in the business world.

Perhaps the primary advantage to religion or spirituality at work is potential for high employee morale and residual benefits in enhanced performance. Scholars who research the God gap suggest that abundant and ongoing airing of political and religious difference can benefit everyone. Numerous business organizations endorse respectful pluralism and lived religion, enabling employees to participate in community service activities, retreats with nature walks, physical exercise, meditation, spiritual contemplation, physical space for individual prayer and group discussions throughout the day, faith-related reading materials, and faith leaders to provide counseling. Yet, even though religion is a federally protected class and employers in some parts of the world are mandated to accommodate employees’ religious beliefs and observances so long as no undue hardship on business operations results, this does not mean that conflicts do not arise. To explore religious identity and spirituality with a focus on workplace dynamics, Chapter 11 is divided into subthemes of: what is religious identity?, accommodating faith/spirituality at work, faith/spirituality in organizations and health, the formal religion-spirituality dichotomy, lived religion, and conflicts about faith/spirituality in the workplace.

Today, changing business systems, especially the COVID-19 epidemic, and the rapid development of technology have brought the phenomenon of spirituality to a new point. Cyber spirituality and dataism are also starting to become the focus of attention in this field. This situation also affects the issue of spirituality in the workplace. While the subject of spirituality in the workplace keeps up with innovations and expands in the literature, the relationship between religion and spirituality continues to be discussed and examined. For this reason, this study aims primarily to explain the relationship between the concept of religion and spirituality. In light of current developments, it is to mention the place of spirituality in the workplace between these two concepts.

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.