Abstract

Management of meaning inside organizations has been an enduring issue in organization studies. Issues relating to commitment and control through the meaning-making mechanisms have been studied by organization culture theorists for sometime now. However, rapidly changing dynamics of the business environment lend these issues a critical salience today. Two factors of this dynamic context are particularly noteworthy. Firstly, a redefinition of the long-standing employment relationship—loyalty no longer being traded for lifelong employment—has led management to look for alternative sources of gaining commitment from their employees. Second, several factors—socio-cultural, organizational and individual—have led the employees today to explore issues relating to meaning and purpose in their workplaces. Labelled variously by different scholars, the most widely accepted term for this growing movement is ‘Spirituality at Work’. In this article we link the two factors to present a framework wherein the emergence of an issue from the private individual domain to the organizational is seen as having the potential of answering concerns of eliciting commitment from employees in a turbulent environment. However, the SAW movement is accompanied by vigorous debates about the concept itself and on how it is to be studied. In the course of this article we present the central conceptual debates that have characterized the SAW discourse to emerge with three definitional themes to understand and study SAW, and then argue for utilizing the person–organization fit lens to study SAW. We end with a conceptual framework that would enable researchers to make a comprehensive study of the elusive phenomenon of SAW.