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This study aims to empirically examine the unexplored effects of organizational spirituality on the relationship between knowledge sharing and organizational practical wisdom (phronesis). By integrating these constructs, this study seeks to uncover the mechanisms through which organizations can cultivate practical wisdom and foster a more humanistic approach to management. Contributing in this way aids in the advancement of sustainable and ethical business practices. Drawing upon the theoretical foundations of knowledge dynamics and spirituality in the workplace, this research offers novel insights into the enablers of organizational phronesis.

To explore the influence of spirituality on the relationship between knowledge sharing and practical wisdom, a comprehensive study was conducted. An online survey was conducted to collect answers from 365 workers, ensuring a diverse and representative sample. Partial least squares structural equation modeling to test our hypotheses.

This research reveals a significant correlation. Knowledge sharing, when supported by spirituality, enhances workplace efficiency and extends its positive impact beyond the workplace. This underscores the importance of embracing organizational spirituality and knowledge sharing to embody organizational phronesis and achieve a humanized strategy. By fostering this, organizations can promote effective decision-making and problem-solving, thereby enhancing their sustainable performance.

This research breaks new ground by empirically investigating and establishing the previously unexplored effects of knowledge sharing and organizational spirituality on organizational phronesis, thereby contributing to the evolving field of organizational behavior, sustainability and business ethics.

This chapter presents the major components in framing a developmental model of wise organizing in the field of higher education that proceeds along an increasingly more just and responsible path. Our argument considers individual student development theories that lead one to greater competence for wise and socially responsible interactions and engagement in society, and aligns these individual processes with the organizational scholarship emphasizing how organizations enhance their capacities for wise and socially responsible conduct. After reviewing these arguments, we frame a set of research topics required for empirically identifying how universities can cultivate wisdom.

The objective of this paper is to measure the level of organizational wisdom of firms and verify its influence on the value they produce.

This study seeks to establish linkage between organizational wisdom and value creation with the development of a new model based on the contributions of North's wisdom matrix and the Jordan and Jones model. The proposed model, using primary data from the Portuguese textile sector, is tested through recourse to a structural equation model.

The results point to the conclusion that companies with high organizational wisdom do manage to improve their efficiency and effectiveness but this proves insufficient for actually increasing the level of value created when taking into account the industry's prevailing environment.

Firms may apply this model to ascertain their level of organizational wisdom. This model may also be deployed to determine this organizational wisdom level for a set of companies (a company cluster) or even a sector.

The main contribution of this paper stems from the explanatory value of the proposed model as it enables the measurement of a firm's organizational wisdom and its influence on the final value produced.

The article seeks to open the debate on the nature and role of wisdom in organisations.

This paper conducts a review of the diverse writing on wisdom in the literatures of philosophy and psychology, and gathers in a number of passing references to wisdom in the knowledge management and management literatures. Its aim is to gather together existing views on the nature and relevance of wisdom in the context of management and organisations. This review is structured using the following four questions: why might wisdom be important in organisations? What is wisdom, and what is its relationship to knowledge? What is the link between wisdom and leadership? What is organisational wisdom and how can it be cultivated?

Building on previous literature, definitions are proposed for wisdom, organisational wisdom, wisdom management and triple loop learning. Wisdom is defined as the capacity to put into action the most appropriate behaviour, taking into account what is known (knowledge) and what does the most good (ethical and social considerations). Wisdom is identified as a central element of leadership. The concept of organisational wisdom translates wisdom from the individual to the organisational level, and poses the need to consider the processes associated with wisdom management. The conclusion uses this review as a platform to pose a number of further questions about wisdom in organisations.

An enhanced understanding of wisdom and related concepts such as organisational wisdom, managerial wisdom and wisdom management has the potential to provide a valuable contextualisation for knowledge management theory and practice, and other aspects of organisational behaviour that can support business performance and success.

Despite being identified as a capstone concept in the relationship between data, information and knowledge, neither the concept of wisdom within organisations nor the processes associated with the cultivation of wisdom have received much attention in the knowledge management, organisational learning or management literatures. This paper provokes further debate about wisdom by drawing on the diverse literatures that explore wisdom and reflecting on the relevance of wisdom in the context of management and organisations.

To improve our understanding of the impact of organizational learning and knowledge on competitive advantage, we propose a framework that includes the constructs of data, information, knowledge, and wisdom. Each of these constructs is then associated with a different type of learning. We further argue that wisdom is an important, albeit missing, construct in the knowledge‐based theory of the firm. A key to organizational wisdom is judgement and decision making, which requires an understanding of the complexity of a situation, but also requires the ability to make sense and simplify so that action can be taken. Three important drivers for the development of organizational wisdom are experience, a passion to learn, and spirituality. Processes for acquiring organizational wisdom such as transformational leadership, organizational culture and knowledge transfer are also discussed.

This article aims to define and explore the nature of wisdom, managerial wisdom, organisational wisdom and wisdom management.

The paper draws on some of the diverse writings on wisdom, and explores the relevance of wisdom in the context of knowledge management.

Wisdom has received little attention in the information management and systems, knowledge management and management literature. This is surprising since in this knowledge‐based economy the link between data, information and knowledge is seen as pivotal by practitioners, consultants and academics.

The article explores the nature of organisational wisdom and identifies a number of areas for further theory‐making and empirical investigation.

Although the notion of wisdom confronts the economic rationale of business organizations, this paper aims to argue that organizations are coming under increasing pressure not only to learn, change and adapt, but also to take actions that are ethically acceptable and respond to the expectations of multiple stakeholders, or in other words to act wisely. Accordingly this article seeks to progress the debate on the relationship between organizational learning, learning organizations and wisdom, in pursuit of a new version of the model of the learning organization, the practically wise organization.

First, the literature on the learning organization and organizational learning is reviewed with a view to the identification of useful models and concepts. The paucity of reference to wisdom in that literature is noted. The following sections develop the theme of practical wisdom and, the essence of the practically wise organization, respectively. Finally a model for the practically wise organization that is both a virtuous and a learning organization is proposed.

The paper finds that a practically wise organization is a learning organization whose learning architecture is based on the principles of practical wisdom. Such an organization manages the processes associated with the seven pillars of wisdom: understanding dynamic complexity; developing personal wisdom competency; deliberating towards ethical models; refreshing shared sustainable vision; group wisdom dynamics; deliberated praxis; and embodied learning.

The article is a first step towards extending the theory and practice associated with the learning organization and organizational learning to embrace the multi‐stakeholder, ethically and morally informed perspectives embedded in the notion of practical wisdom.

Anecdotal evidence suggests the growing need for wise people and organizations, which are fully dedicated to building up the greater good more than ever before. The purpose of this study is to broaden the role of wisdom by triggering an aware and genuine concern toward building wisdom capital (WC) within organizations.

First, this endeavor draws upon key issues of wisdom theory literature, namely, the nuances of its general aspects, basic components, other relevant issues and practical wisdom construct. Second, it suggests a conceptual model through which both workers and organizations may help to build up a solid WC. In addition, some research propositions are also suggested. Finally, it proposes some avenues of research and presents the conclusions.

The notion of WC may help individuals and organizations to keep the right path. To some degree, it reminds us that individuals exist to contribute to something greater than themselves through their potentialities, skills and capabilities. The theoretical background of WC urges the individuals to engage in meaningful projects and challenges to improve the human condition.

Seemingly, managers and CEOs still have a narrow view about what wisdom embraces. Accordingly, it is important to keep in mind that to enhance individual wisdom capital (IWC), concerted efforts are required toward human training and development to improve the organizations and their decision-making systems. Overall, this frame suggests that it is vital to accumulate a WC for the survival and thriving of individuals and organizations. As theorized, WC is a very useful, rich and sense-making form of capital to gather.

Overall, this article attempts to broaden wisdom theory within organizations by presenting the definition, meaning and scope of WC and its by-products, i.e. IWC and organizational wisdom capital. Hence, it focuses on two levels and describes specific means and ends related to each stance. At last, the proposed variables may be carefully managed and monitored to engender a new business paradigm, that is, the general well-being.

Marketing literature, while acknowledging the relevance of organizational learning for a better market understanding, has shown remarkably little effort to develop a framework for organizational wisdom (OW). A learning organization becomes wiser through time. Knowledge acquisition and exploitation are the foundation for differentiation between firms and sustain value creation. Therefore, this paper aims to integrate OW with previously validated marketing concepts in a broader nomological network.

The authors review extant literature associated to OW and offer a theoretical model to clarify the conceptual domain of this construct.

This study develops the theory of OW, arguing that when a firm clusters a specific set of knowledge dynamically through time, the organization reaches a level of exceptional understanding about the market and improves the judgment and communication of decision-making. Moreover, this study partializes the effect of the market orientation construct through its components for better outcomes in the value innovation process.

Based on the theoretical support, therefore, the authors provide a framework identifying the properties of OW, as well as the antecedents (a set of organizational knowledge) and consequences of OW (innovation and marketing capabilities development), specifying the moderation role of the marketing function influence.