A decision to offer breakfast to homeless people led to radical change in a church and its environment. Existing theories of change do not fully explain observations from our qualitative study; however, complexity theory constructs suggest how and why such change emerged. We offer four key findings. First, the radical change was unintended, emergent, and slow. Second, destabilizing conditions helped small changes to emerge and become radical. Third, subsequent actions amplified an initial small change and, though not intended to do so, promoted radical change. Finally, the dynamic interaction of amplifying actions, contextual conditions, and small changes led to continuous radical change.We are grateful to our colleagues who contributed to the early stages of this research:

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The purpose of this article is to review the influences of spirituality and religiosity within the field of entrepreneurship. We review nearly 30 articles, exploring the dominant empirical contributions that exist within this emergent research area. Several main focus areas from the prevailing research are organized into a comprehensive framework that provides the foundation for further discussion and synthesis. Shortcomings and limitations to the field and an agenda for future research that contributes to our understanding of religion and spirituality within the realm of entrepreneurship are presented.

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