Clarifying constructs, methods, and measures for systematic research can advance knowledge about spirituality in organizations. In this paper, we define constructs of pure spirituality, applied spirituality, and spiritual development. We survey research methods for exploring spirituality in organizations -including not only objective studies but also subjective experience for personal growth. We consider five indications of spirituality -health, happiness, wisdom, success, and fulfillment -and identify research instruments for each based on measures used in prior studies of Maharishi Mahesh Yogi's Transcendental Meditation program. Research is seen as valuable for assessing the practical applications of spirituality for the individual, organization, and society.
The system of education at Maharishi University of Management (MUM) provides a model for management educators seeking to understand and teach spirituality. It locates transcendental consciousness—“pure spirituality”—at the basis of the universe and the human mind, experienced through the Transcendental Meditation (TM) program. Disciplines are taught as expressions of one unified field of consciousness. This integrated approach develops students who express “applied spirituality”— acting for the positive transformation of the quality of life for all. Research on educational outcomes at MUM gives evidence of cognitive, affective, and moral development in students. The authors offer suggestions for educators at other institutions.
ABSTRACt. This paper reviews retrospective, prospective, and case research on workplace applications of Maharishi's Transcendental Meditation technique for developing consciousness and human potential. The distinctive psychophysiological state of restful alertness produced by the Transcendental Meditation technique appears to improve employee health, well-being, job satisfaction, efficiency and productivity, in turn influencing organizational climate, absenteeism, and financial performance.Observers of the contemporary business scene are reporting remarkable changes in business principles and practices, such as transformations from hierarchical structures with unempowered employees to team-based structures that empower employees, from analytic justification to creative problem solving, from competition to cooperation, and from an emphasis on physical assets to an emphasis on human resources as a company's most valuable resource. In their search for ways to explain these phenomena and to trigger them in companies where they have not yet occurred, leading consultants and writers have begun to speak of growth of consciousness as a key element underlying these
Teaching has both artistic and scientific aspects. The art of teaching appears in the creation of new teaching materials as well as in "those magical moments when instructor and students interact with a power and grace so that all are wiser for the exchange" (Gallos, 1997, p. 445; see also Gallos, 2009). The science of teaching comes in systematically applying principles of good teaching across a variety of courses (Whetten, 2007;Whetten, Johnson, & Sorenson, 2009) and in determining whether one's creations have been effective in helping students learn.These two complementary qualities, art and science, are expressed in the articles in this issue. Each article displays the creativity of its authors, who have designed classroom innovations to help students learn particular concepts and/or skills. In addition, each article displays the systematic and disciplined thinking of the scientist whose intuition, creativity and insight are validated by evidence of the activity's effectiveness. While JME is well known for its focus on creative and innovative teaching materials, this issue focuses on the scientific side of teaching and learning in management, particularly on the use of evidence in our scholarly work. I first discuss the Journal's expectations regarding the use of evidence and then describe the five articles in this issue in this context.
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