Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Ivey Publishing
Version: 2015-05-07
Length: 8 pages
Data source: Field research
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https://casecent.re/p/128614
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Abstract
The Friends of Western Buddhist Order, an organization dedicated to spreading the teachings of Buddha in modern context, started a giftware company called Windhorse, with a two-part vision of making work a context for spiritual growth and raising money for charity. After operating for more than 20 years, Windhorse experienced challenges in keeping up with its rapid business growth. To bridge this gap, the company recruited non-Buddhists to the organization; however, many of the Buddhist members felt that the purpose and meaning that had bonded the members to the organization was fading. As a result, an increasing number of Buddhists started leaving the organization, while many new members were unwilling to work for the low remuneration. Was it viable for such a value-based organization to continue to pursue financial prosperity?
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Abstract
The Friends of Western Buddhist Order, an organization dedicated to spreading the teachings of Buddha in modern context, started a giftware company called Windhorse, with a two-part vision of making work a context for spiritual growth and raising money for charity. After operating for more than 20 years, Windhorse experienced challenges in keeping up with its rapid business growth. To bridge this gap, the company recruited non-Buddhists to the organization; however, many of the Buddhist members felt that the purpose and meaning that had bonded the members to the organization was fading. As a result, an increasing number of Buddhists started leaving the organization, while many new members were unwilling to work for the low remuneration. Was it viable for such a value-based organization to continue to pursue financial prosperity?