The business model of a Benedictine abbey, 1945-1979

Abstract

Purpose Management literature often neglects the business model developed by a monastic institution, as it does not fit the usual categorizations of an enterprise. Nevertheless, monastic institutions founded on Benedictine principles have proven to be economically viable and sustainable over centuries. This paper aims to examine, with the adoption of a single case study, the components of a Benedictine business model, their interrelationship and the role of sustainability. Design/methodology/approach This case study combines in-depth data collection from multiple sources such as field research, archival documents and publicly available information to examine the dynamic business operations of a Benedictine abbey. Findings The analysis suggests that the Rule of St Benedict and the Benedictine values, and a commitment to them, are important for the success of the Benedictine abbey concept and that the business model is both place-based and sustainable. Research limitations/implications A single case study has its limitations compared to the use of multiple examples. Business model concepts are not simply applicable to a monastic institution and vice versa; the Benedictine model is not easily transferable to conventional enterprises. Practical implications Generalizations from a single case study are limited; nevertheless this paper offers practical implications through the study of a monastic institution, showing place-based and sustainable business practices from which management scholars can make assumptions. Originality/value This paper describes and analyses the inception, development and stabilization of a sustainable place-based business model of a Benedictine abbey according to three stages over a period of 35 years while evaluating the sustainable business model from its inception.