Faith in Action: Organisational Spirituality as a Strategic Logic in Hybrid Faith-Based Social Enterprises in Ghana

Purpose: The purpose of this article is to explore how Organisational Spirituality (OS) functions as a strategic and institutional logic within Faith-Based Social Enterprises (FBSEs) in Ghana. Specifically, it examines how OS supports the integration of spiritual, social, and financial objectives in resource-constrained and complex hybrid contexts. The study aims to deepen understanding of how OS contributes to mission integrity, stakeholder legitimacy, and adaptive resilience. It also responds to calls for non-Western, contextually grounded perspectives in social enterprise research, offering theoretical and practical insights for advancing the discourse on hybridity and organisational values in faith-based settings. Design/methodology/approach: This study employs a participatory action research (PAR) methodology, engaging three Faith-Based Social Enterprises (FBSEs) in Ghana across three action cycles. Data collection involved interviews, focus groups, document analysis, and participant observation. The research is grounded in the Normative Business Model (NBM) and hybridity theory, enabling an exploration of how Organisational Spirituality (OS) is conceptualised, institutionalised, and practiced. Through iterative reflection and collaborative analysis, the study uncovers embedded organisational logics and strategic decision-making processes. The PAR approach not only generates rich empirical insights but also fosters organisational learning and capacity-building among participating FBSEs. Findings (limit 100 words) The study finds that OS is not merely a set of values but a dynamic organisational capability that shapes leadership, governance, stakeholder engagement, and pedagogy. OS enables FBSEs to navigate hybridity tensions by embedding ethical decision-making, faith-infused practices, and community responsiveness. The research highlights three mechanisms—values-based leadership, spiritual pedagogy, and embedded governance—that allow OS to function as a bridging logic. These mechanisms support the integration of multiple institutional logics while preserving mission coherence. OS enhances FBSEs’ ability to sustain legitimacy, build trust, and maintain resilience amid resource scarcity and competing priorities. Research limitations/implications: While the participatory action research design offers deep contextual insights, the findings are based on a limited number of cases within the Ghanaian context, which may affect generalisability. Future research could extend this inquiry to other geographical and faith-based contexts to test the transferability of findings. The study also opens avenues for comparative research on spiritual logics in hybrid organisations. Methodologically, the study demonstrates the value of co-production and participatory approaches in organisational research, especially in capturing lived experiences and tacit spiritual practices often overlooked in conventional studies. Practical implications: The findings offer practical guidance for FBSE leaders and practitioners on embedding spiritual values into organisational structures and processes. Emphasising ethical leadership, faith-based pedagogy, and inclusive governance can enhance organisational coherence and stakeholder trust. Policymakers and funders interested in supporting hybrid organisations may benefit from recognising OS as a valuable organisational asset rather than a liability. Development agencies and NGOs can adapt these practices to strengthen values-driven leadership and local legitimacy in faith-based initiatives. Training programmes and toolkits can also be developed to help leaders apply OS principles in managing hybridity tensions effectively. Originality/value: This article makes an original contribution by positioning Organisational Spirituality (OS) as a core bridging logic in faith-based social enterprises, expanding current hybridity and social enterprise theory. It is among the first empirical studies to apply the Normative Business Model (NBM) in a Global South context, and to integrate spirituality as a strategic capability rather than a background value. By grounding the analysis in Ghanaian FBSEs, it responds to calls for decolonising management scholarship and enriching it with non-Western epistemologies. The study offers both theoretical innovation and actionable insights for scholars, practitioners, and policymakers engaged in hybrid and faith-driven enterprise. Social implications: By illustrating how spirituality informs social innovation and community engagement, this study contributes to more holistic understandings of development rooted in local values and traditions. It affirms the role of faith-based organisations in fostering social cohesion, moral accountability, and sustainable livelihoods. OS practices strengthen relationships of trust and reciprocity, particularly in marginalised communities where formal institutions may be weak. The research highlights the importance of respecting spiritual worldviews in policy and practice, supporting pluralistic approaches to development that resonate with community beliefs and aspirations. This has implications for inclusive and culturally grounded development strategies.