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Higher Education Institutions (HEIs) have the fundamental role of teaching, research, and interaction with society, which are the three main vertices in the creation and dissemination of knowledge. HEIs can enhance their sustainability and competitiveness by effectively managing the knowledge of each collaborator and creating more value. In this way, HEIs lay the foundation for sustainable growth and extend their competitive advantages. However, it requires motivated and committed collaborators aligned with the mission, values, and objectives of the organization. Therefore, we suggest that the incorporation of spirituality can promote innovation, organizational sustainability, and increase knowledge management practices. To address the research gap on the integration of KM and spirituality in HEIs, we conducted a literature review using three databases, Web of Science, Scopus, and EBSCO. The review revealed that the integration of KM and organizational spirituality has not been studied in an integrated way. As such, we present suggestions for future research and practice, emphasizing the need for HEIs to focus on managing knowledge and incorporating spirituality into their practices to enhance their competitiveness and sustainability. Accordingly, this study contributes to the literature by awarding and discussing KM and spirituality as two key components of HEIs. Once, incorporating spirituality can promote innovation, organizational sustainability, and increase knowledge management practices. Moreover, this study provides valuable insights for HEIs to improve their management practices, promote sustainability, and enhance their competitive advantages. [ABSTRACT FROM AUTHOR]

There has been increasing attention in research on spirituality in management in recent decades. Its outputs, such as improved commitment, satisfaction, enhanced performance, and a reduction in turnover, are appreciated. To knowledge sharing occurs is crucial that the ambiance (physical, virtual, or mental) be developed with love, friendship, and mutual trust to create an energy that enables the knowledge flow among members of the organization. This research investigates spirituality and knowledge sharing in an organizational context. The method used was a case study. The organization selected was the Ananda Kalyani Master Unit - City Center in Portugal. This organization is part of a larger initiative created in India in 1955, Ananda Marga. The organization is a vegetarian restaurant in operation for over seven years, provides several other activities such as free collective meditation, Yoga classes, lifestyle courses, alternative workshops, singing, capoeira, cultural evenings, craft courses, lectures, book launches, and others. Data collection was done utilizing observation and guided interviews with the owner and members of the organization who were open to participating in this study. The interviews were recorded, transcribed, and analyzed in parallel with the literature. The interviewees highlighted the need for a loveful ambiance and alignment between organizational and personal values. They also emphasized spirituality outputs, such as inner improvement, interconnection, and a sense of belonging. The results suggest that spirituality, individual, in the workplace, and organizational, foster significantly the sharing of highly tacit knowledge. This study makes a relevant contribution to both theory and practice, as it complements the literature on the role of organizational spirituality in knowledge sharing, a subject that is still scarcely explored. The possibility of deeply exploring an organization with high levels of spirituality brings significant insights on this topic. In a small business where profit is seen as a secondary objective, formal knowledge management techniques are rare. However, the desire to share knowledge, as well as the very act of doing so, is something naturally developed. That is, it happens despite any explicit technical knowledge. [ABSTRACT FROM AUTHOR]

Spirituality is one of three paths to wisdom, together with experience and passion for learning. Wisdom currently appears in the literature about organizational spirituality (Bierly, Kessler and Christensen, 2000). Both wisdom and spirituality in management can be investigated at the individual and organizational levels. Spirituality has a third level, Workplace spirituality. Then, judgment and action are crucial to wisdom and spirituality. Social good, economic value, and innovation are its outputs. The dissemination of individual wisdom, towards organizational wisdom, depends on Knowledge Sharing. Exploratory empirical research was developed to comprehend the cumbersome relationship between organizational wisdom and organizational spirituality. The sampling was done by gradual selection with maximum variation and convenience. Fourteen managers from diverse organizations located in Portugal, Bulgaria, Serbia, Brazil, Argentina, Australia, China, and Angola were interviewed with a semi-structured script. The interviews were transcribed, early data coded, memos written, and several team meetings done. Codes were identified for the thematic analysis on both constructs: a) Organizational wisdom (Efficiency and continuous improvement; Emotional aspects; Knowledge Management; Leadership; Social Good and Ethics) and b) Organizational spirituality (Religion; Respect; Meaning of work; Knowledge sharing; Cooperation; Well-Being; Adaptation/Environment; Commitment; Feeling of belonging; and Performance improvement). The mimetic analysis of the interviews was done through the symbolic interactionism theory and interpreted by thematic analysis. The findings indicate that the interviewees perceive Knowledge Sharing as crucial to the diffusion of organizational wisdom and organizational spirituality. Although most of the interviewees do not know what organizational spirituality and organizational wisdom concepts are, they understand the relevance of sharing knowledge and spirituality to achieve wisdom. It predominantly at the individual level (wise leadership and individual spirituality). They also comprehend that there is a relationship between these constructs, its characteristics, and outputs. They likewise recognize organizational spirituality and organizational wisdom as the key to success. As interest in spirituality and wisdom continues to grow, this qualitative investigation is a step for further investigation on the comprehension and deployment of it in management. [ABSTRACT FROM AUTHOR]