Business and the Spirit: Management Practices That Sustain Values

Abstract

Managing people in ways consistent with building and maintaining their spirit ought to be both uncontroversial and commonplace. In the first place, there has been growing interest in workplace spirituality and in management practices that permit people to fulfill fundamental values at work (e.g., Ashmos and Duchon 2000; Mirvis 1997; Mitroff and Denton 1999). As Garcia-Zamor (2003) noted, just in the 1990s, more than 300 books on workplace spirituality appeared, and other researchers have also recognized the increasing interest in spirituality in the American workplace (e.g., Harrington, Preziosi, and Gooden 2001).