There is no agreed-upon, unique concept of spirituality; its dimensions and characteristics depend on the approach used. Spirituality appears in management studies from three main perspectives: individual spirituality, spirituality in the workplace, and organizational spirituality. Spirituality can also be considered from a religious perspective. This article identifies a comprehensive concept of organizational spirituality based on the terms and concepts used in the literature. A systematic review of the literature was made using the Web of Science and Scopus databases; the articles (...) were then subjected to bibliometric analysis using VOSviewer software. The results included two clusters: organizational spirituality and workplace spirituality. Cluster analysis suggested that there is scope for research on workplace spirituality and a gap in organizational spirituality studies. The proposed concept for organizational spirituality is an organizational identity resulting from its values, practices, and discourse that is composed of workplace and individual spirituality guided by the leader and other members and influenced by the environment, organizational culture, and knowledge management. This spirituality generates value and social good that is visible in the organization’s image, mission, vision, and organizational values. This article contributes to the literature by the categorization and systematization of the existing literature and proposing a unified concept—a mental and linguistic representation of organizational spirituality—that represents its essence and confers the qualities and attributes inherent to this phenomenon. (shrink)

The aim of our special issue is to deepen our understanding of the role moral emotions play in organisations as part of a wider discourse on organisational ethics and morality. Unethical workplace behaviours can have far-reaching consequences—job losses, risks to life and health, psychological damage to individuals and groups, social injustice and exploitation and even environmental devastation. Consequently, determining how and why ethical transgressions occur with surprising regularity, despite the inhibiting influence of moral emotions, has considerable theoretical and practical significance (...) to management scholars and managers alike. In this introduction, we present some of the core arguments in the field; notably, the effect of organisational life and bureaucracy on emotions, in general, and moral emotions, in particular; the moral standing of leaders, managers and followers; moral challenges raised by obedience and resistance to organisational power and ethical blindspots induced by what may appear as deeply moral emotions. These issues are explored by a collection of geographically diverse articles in various work contexts, which are thematically organised in terms of moral emotions, ethical behaviour and social pressure, moral emotions and their consequences within/across levels of analysis, psychoanalytic perspectives on the management of moral emotions, virtue and moral emotions and moral emotions and action tendencies. We end by suggesting certain avenues for future research in the hope that the endeavour initiated here will inspire improved practice at work. (shrink)