Organizational ethnography and religious organizations: the case of Quaker decision-making
How should we study the management practices of religious organizations to do justice to their distinctive religious motivations and traditions? In this article, we articulate how a specific research approach - organizational ethnography - may enable a deeper understanding of religious and/or spirit...
| Authors: | ; ; |
|---|---|
| Format: | Electronic Article |
| Language: | English |
| Check availability: | HBZ Gateway |
| Journals Online & Print: | Drawer...
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| Fernleihe: | Fernleihe für die Fachinformationsdienste |
| Published: |
International Association of Management, Spirituality & Religion
[2018]
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| In: |
Journal of management, spirituality & religion
Year: 2018, Volume: 15, Issue: 4, Pages: 349-367 |
| RelBib Classification: | CB Christian life; spirituality KDG Free church RB Church office; congregation ZD Psychology |
| Further subjects: | B
Quakers
B Decision-making B Quaker Business Method B religious organizations / spiritual B Organizational ethnography |
| Online Access: |
Presumably Free Access Volltext (Resolving-System) Volltext (doi) |
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| 520 | |a How should we study the management practices of religious organizations to do justice to their distinctive religious motivations and traditions? In this article, we articulate how a specific research approach - organizational ethnography - may enable a deeper understanding of religious and/or spiritual organizational practice. We approach our methodological research questions by engaging with the literature on the distinctive decision-making practices of the Religious Society of Friends (Quakers), commonly known as the Quaker business method. Having shown that the Quaker business method destabilizes a simple binary between "insider" and "outsider" and between believers and nonbelievers, we bring the theory and practice of organizational ethnography into conversation with Quaker accounts of decision-making. We conclude with pathways for future research in the space this destabilization creates. | ||
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