| Summary: | 博士 === 輔仁大學 === 商學研究所 === 100 === Organizational spirituality, as a form of workplace spirituality, is the specific form of spirituality an organization holds, promotes and intends to communicate to its members. This particular form of spirituality can be seen as an integrative mechanism that motivate employees toward the organizational values and mission and enhance the commitment to them. The importance of workplace spirituality was generally affirmed by past researches, based on the assumption of acceptance of the employees, where passivity was neglected. This study aimed to understand more the motivational goals that promote the interaction of spirituality and its acceptance; and the obstructing factors that hindered the interaction, especially in a multi-culture and religion context.
Based on the Social Exchange Theory, where the interaction of organizational spirituality might be seen as a form of social exchange, this research intended to, (1) identify the motivational and hindrance factors involved in the adoption of organizational spirituality, where perceived risk and value theories were seen as useful, (2) clarify the nature of the constructs of perceived risk and value in organizational spirituality acceptance, and (3) extend the research of spiritual needs, perceived risk and value into organizational spirituality adoption by proposing a valid, reliable and workable framework.
In line with scale development procedures using Structural Equation Modeling (SEM), the three phases this research involved in are the scale development and purification, constructs validation, the hypothesis testing and framework validation. This research proposed that the multi-facet spiritual needs, perceived value and perceived risk concepts, consistent with the findings of previous studies on social exchange wherein the religious and cultural factors had great influence, might be extended into the understanding of organizational spirituality adoption.
The results support the proposed framework, where spiritual needs, perceived risk and value are found having significant impact on the adoption. The spiritual needs is identified as a latent variable, with the affective, divine, constructive, and meditative dimensions; the perceived risk is identified as a latent variable, with the social, psychological, temporal, and significant dimensions; and the perceived value is identified as latent variable, with the superiority, hedonism, transcendence, order, security, and spirituality dimensions. Further, spiritual needs, perceived risk and value are also found related. The findings therefore generally support the understating of organizational spirituality adoption as a social exchange process that is needs driven, risk avoiding and benefits seeking.
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