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Workplace Spirituality: A Comparative Study of Various Models

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Article

Workplace Spirituality: A Jindal Journal of Business Research

9(1) 27–40, 2020
Comparative Study of Various © 2020 O.P. Jindal Global University
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DOI: 10.1177/2278682120908554
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Rupa Rathee1
Pallavi Rajain1

Abstract
It is difficult to define the term “workplace spirituality” precisely as it means different things to different
people. The confusion arises due to the use of the word spirituality and religion synonymously. But
workplace spirituality is not the same as religion. Spirituality at workplace is as simple as having a
sense of connection between own self and the workplace. In a fast-moving world, employees often
face anxiety, fear, and depression. Working in an environment that supports the employees’ right
to openly express their beliefs helps them to have better working relationships with colleagues, feel
safer, and be more engaged in their work. Therefore, more and more organizations are inculcating
spirituality in their environment, as the impact of a good environment is not only felt by the employees
but can be measured through economic outputs, using measures such as quality, productivity, and
profitability. In the current research, previous literature has been reviewed to study the rising interest
in workplace spirituality as well as to understand its importance for the employees in an organization.
It was found that workplace spirituality has a significant impact of work attitudes like organizational
performance, job involvement, job commitment, and job satisfaction as a whole. Some of the models
given by various authors over time were also studied. These models established relationship between
the three aspects of workplace spirituality (inner self, meaningful work, and sense of community) and
different work attitudes. The models are quite similar in most of the studies leading to positive results
related to influence of workplace spirituality. Few models even suggest the role of spiritual leadership
as well in influencing workplace spirituality. Overall, these models suggest that there is significant and
positive impact on employees due to workplace spirituality as seen from both empirical and theoretical
evidence. Finally, the managerial implications and some suggestions for future research in this area have
been provided.

Keywords
Workplace, spirituality, work attitudes

1
Department of Management Studies, Deenbandhu Chhotu Ram University of Science and Technology, Murthal, Sonepat,
Haryana, India.

Corresponding author:
Pallavi Rajain, Research Scholar, Department of Management Studies, Deenbandhu Chhotu Ram University of Science and
Technology, Murthal, Sonepat, Haryana 131039, India.
E-mail: pallavirajain@gmail.com
28 Jindal Journal of Business Research 9(1)

Introduction

Defining Spirituality at Work

Workplace spirituality involves the effort to find one’s ultimate purpose in life, to develop a strong connection to
co-workers and other people associated with work, and to have consistency (or alignment) between one’s core
beliefs and the values of their organization. (Mitroff & Denton, 1999)

Cavanagh (1999) defined the concept as “the desire to find ultimate purpose in life, and to live
accordingly.”
Ashmos and Duchon (2000) defined spirituality at work as “recognition of an inner life that nourishes
and is nourished by meaningful work that takes place in the context of community.”
Workplace spirituality has been defined as “a framework of organizational values evidenced in the
culture that promote employees’ experience of transcendence through the work process, facilitating their
sense of being connected to others in a way that provides feelings of completeness and joy” (Giacalone
& Jurkiewicz, 2003).
Pawar (2008) defined workplace spirituality as “employee experiences of self-transcendence,
meaning, and community in the workplace and it also acknowledges that these experiences could come
from various mechanisms including organizational ones.”

Conceptualization
The importance of spirituality can be judged from the phenomenal attention garnered by it in the work-
place literature since the 1990s. As stated by Cash and Gray (2000), the ubiquitous appeal in workplace
spirituality was precipitated by an unpredictable work environment characterized by new technologies,
reengineering, and downsizing. Spiritual solutions are sought by demoralized employees who seek to the
consequent stress and tensions (Mitroff & Denton, 1999). There are several ways in which workplace
spirituality can manifest itself, in particular at two different levels: the organizational and the personal.
At the primary level, the organization in order to boost productivity emphasizes on spirituality. It is
understood by most workplaces that employees bring cultural backgrounds and religions to the job along
with personal moral core values which are linked to them. They try to connect work ethics and faith. At
the second level, the employees associated are spiritual ones who even before accepting employment
may have had interest in the reasonableness of their workplace for their spiritual life (Garcia-Zamor,
2003).

Review of Literature

Integrating Spirituality into the Workplace

Fenwick and Lange (1998) explored how spirituality may be coherent with learning and work through
alternate approaches that are more inclusive, ecological, ecumenical, and ethical. Later, Cavanagh (1999)
examined the growing interest in spirituality in business. The author found that business managers and
firms depended more on vision and spirituality in the workplace. Khasawneh (2011) conducted a study
on staff members at Jordanian public universities to ascertain the level of spirituality in the place of
Rathee and Rajain 29

work. From the results, it was found that the staff members were not only encouraged to bring their soul
to work, but they had the freedom to implement it too. Previously, an empirical study was conducted by
Mitroff and Denton (1999) who studied the appropriateness of integrating spirituality into the manage-
ment of an organization. Generally, the participants distinguished intensely between religion and spiritu-
ality; while they saw spirituality as a highly relevant subject for discussion, they looked at religion as a
highly ill-suited form of expression or topic in the workplace. Similarly, Moore and Casper (2006)
developed spirituality measures from extant valid measures in the organizational behavior literature.
However, Sheep (2006) articulated two ethical dilemmas in relation to workplace spirituality: the instru-
mentality dilemma and the “quiet desperation” dilemma. In addition, the author proposed two theoretical
contexts that foster “both-and” rather than “either-or” thinking, as a result alleviating the relationships
between conflictual aspects and climate combinations of the ethical dilemmas. Later on, Long and
Driscoll (2015) highlighted the historicity of the workplace spirituality texts and induced a model to
understand how this discourse of workplace spirituality came into being. The authors performed inter-
textual analysis, from which the authors produced a textscape of the workplace spirituality discourse to
depict these layers of discursive interconnections. Illes and Zsolnai (2015) argued that there is a strong
imbalance in business education between providing opportunities and abstract, rational concepts for
personal growth. In order to prepare students for the complexities and challenges of the workplace, it
seems desirable to introduce spirituality in business education. Self-discovery and spending time getting
to know their “true self” are a crucial part of the development of future business professionals. The vari-
ous research works related to need to integrate spirituality into workplace are as presented in Table 1.

Elements of Workplace Spirituality

Pawar (2008) outlined and compared two approaches for the facilitation of workplace spirituality. The
research suggests that the former approach can be discerned as an organization-centric approach due to
its starting point of emphasis on organizational processes and organizational spiritual values to smoothen
the transmission of these values. At the center of the latter approach (individual-centric approach) is a
program for spiritual transformation or development of each employee. Ashmos and Duchon (2000)

Table 1. Need to Integrate Spirituality into Workplace

Needs Authors Views

Self-discovery Illes and Zsolnai (2015) Self-discovery or getting to know their self is
a crucial part of the development of business
professionals.
Individual development Khasawneh (2011) Individual spiritual development induces a change in
behavior of employees and thus results in a change in
functions of the organization.
Trust Rahman, Osmangani, There is an overall knowledge-sharing exchange
Daud, Chowdhury, and increase among the members of an organization due
Hassan (2015) to trust.
Sense of purpose Mitroff and Denton Sense of purpose was manifested integrally by the
(1999) notion of a higher power.
Stress reduction Daniel (2015) Low levels of work stress are felt by employees
working in organization with high levels of spirituality
in their work environments.
30 Jindal Journal of Business Research 9(1)

tried to understand how work organizations can be made more productive by including spirituality.
Although they did not address performance issues, they attempted to identify the spirituality construct at
work by discerning the aspects of that construct. Aravamudhan and Krishnaveni (2015) looked into the
reasons for the link between spirituality with respect to organizational and individual outcomes,
approaches to implementing workplace spirituality, spirituality dealt in the domain of wisdom traditions,
and the surge of inquisitiveness in spirituality at work. Marques (2007) formulated definitions by
agglomerating the common attributes of workplace spirituality from findings of various studies.
Subsequently, a point is made that thinking outside the box is required and supported by spirituality in
the workplace. Gotsis and Kortezi (2008) attempted to provide a critical literature review on spirituality
at workplace by negotiating their weaknesses and strengths and by exploring the hidden rationale of the
primary trends regarding spirit at work. Brooke and Parker (2009) addressed the topic of studying
workplace spirituality. In particular, the authors sought to show the way in which “spirituality” directly
affected decisions corresponding to the choice of methodology and to research design itself along with
its conception and construction. Case and Gosling (2010) offered a theoretical contribution on workplace
spirituality. First, the “spirituality” of workers is subject to the disciplinary practices and organized belief
manipulation. Second, workers use organizational life, work, and employment itself as instruments in
their spiritual lives. Ultimately, it may be more convenient to consider “work organizations” and
“spirituality” as entirely different in type. Marques, Dhiman, and Biberman (2014) reviewed the
administration of two unteachable yet highly practical strategies that are actually used in higher education:
storytelling and meditation. Rahman et al. (2015) conducted a study on non-teaching staff from Malaysian
higher learning institution, wherein they aimed to add value to the current research on knowledge
sharing, investigated the antecedents of knowledge-sharing behavior by embedding workplace spirituality
and trust variable. Long and Mills (2010) contributed to existing critiques of organizational culture and
workplace spirituality. They revealed how some texts, particularly, Mitroff and Denton’s, advocated
workplace spirituality as indispensable for the prosperity of organizations and the individuals who work
in them. Concurrently, due to the cueing effects of language that is voiced in specific contexts, a form of
pastoral power may be implied in such texts, for the purpose of reaffirming a positive self-image. The
elements of workplace spirituality are mentioned in Table 2.

Impact of Workplace Spirituality on Other Workplace Dimensions

Garcia-Zamor (2003) reviewed the literature on workplace spirituality and examined the links between
organizational dynamics and this phenomenon. The authors also examined spirituality at workplace in a
historical context and compared it to established ethical theories and moral principles and to religious
beliefs. Milliman, Czaplewski, and Ferguson (2003) strived to make a meticulous quantitative observation
of the relationship between workplace spirituality and five common job attitude variables of employees.
The results suggested that there was a significant relationship between most of the five job attitude
variables investigated and each of the three dimensions of spirituality. Jurkiewicz and Giacalone (2004)
advocated that the workplace spirituality values framework is definable, and that these values have a
positive impact on organizational and employee performance. Companies can unveil varying degrees of
these values through the work practices, policies, and processes that comprise their culture. Similarly,
Komala and Anantharaman (2004) discussed how workplace spirituality can be fostered using different
models available. Findings indicated a relationship among spirituality and organizational behavior and
organizational performance. Likewise, Mohamed, Wisnieski, Askar, and Syed (2004) attempted to
stimulate academic interest in workplace spirituality. First, the exasperation of spiritually hungry workers
Rathee and Rajain 31

Table 2. Elements of Workplace Spirituality

Elements Authors Views

Inner life Ashmos and Duchon (2000) Inner life is about assimilating one’s power and
using it to live a more satisfying life.
Rego, Cunha, and Souto There is nourishment of inner life by meaningful
(2007) work.
Albuquerque, Cunha, Inner life means that employees have spiritual
Martins, and Sá (2014) needs at work besides cognitive, emotional, and
physical needs.
Meaningful work Ashmos and Duchon (2000) Meaningful work is about connection between
soul and work.
Rego et al. (2007) Meaningful work dimension explains self-esteem,
job involvement, intrinsic work satisfaction, and
affective commitment.
Albuquerque et al. (2014) This dimension assumes work is valued by
the employees for reasons beyond their
remuneration.
Sense of community Ashmos and Duchon (2000) Living in connection to other human beings is part
of being alive.
Albuquerque et al. (2014) Feeling of belongingness to a community is part of
what increases the spirituality at work.
Alignment with Rego et al. (2007) Value alignment dimension explains intention to
organizational values quit and commitment.
Sense of contribution to Rego et al. (2007) The sense of endowment to the community is
society similar to the meaningful work.

with their anti-spiritual or non-spiritual workplace increases. Second, management models and theories
that ignore the spiritual dimension remain incorrect or incomplete. Similar results were found in the
healthcare sector as well, where Albuquerque et al. (2014) studied how objective and perceived
organizational performance in two primary healthcare settings: family health units (FHUs) and health
centers (HCs), which differed in terms of work organization, effected the three dimensions of workplace
spirituality. The results showed that higher objective and perceived organizational performance indicators
along with higher levels of workplace spirituality were indeed found in FHUs. Kolodinsky, Giacalone,
and Jurkiewicz (2008) researched workplace spirituality outcomes which were previously unexplored.
The outcomes demonstrated that perceptions of organizational-level spirituality mattered most to
attachment and attitude-related outcomes. Rego et al. (2007) showed how the perceptions of people
regarding five aspects of workplace spirituality (opportunities for inner life, enjoyment at work, sense of
contribution to society, alignment with organizational values, and team’s sense of community) predict
commitment, along with self-reported individual performance. Similarly, Rego and Cunha (2008)
researched the influence of five dimensions of workplace spirituality on continuance, normative, and
affective commitment. The outcomes suggested that people feel more affectively connected to their
place of work when they experience workplace spirituality, they experience a sense of obligation/loyalty
toward the organization, and feel less instrumentally committed. Pawar (2009) examined the direct
effects of three workplace spirituality aspects and individual spirituality on three work attitudes—
organizational commitment, job involvement, and job satisfaction. The results of this study indicated that
32 Jindal Journal of Business Research 9(1)

workplace spirituality is positively affiliated with work attitudes of employees to a considerable extent.
Usman and Danish (2010) studied the impact on job satisfaction and the spiritual consciousness of Pakistani
banking managers. The outcomes were found quite significant, which ensured the fact that work spirituality
greatly influenced job satisfaction. Daniel (2010) proposed a theoretical model focused at comprehending
the influence that workplace spirituality has on team effectiveness. The researchers propounded that
workplace spirituality has an important effect on team effectiveness, as it is an element of the organizational
culture. Belwalkar and Vohra (2016) proposed the relationships between organizational citizenship
behaviors, job satisfaction, and workplace spirituality. Fanggida, Rolland, Suryana, and Efendi. (2016)
studied the influence of workplace spirituality on organizational commitment and job satisfaction.
Workplace spirituality plays a role in self-control to obtain job satisfaction as the purpose of balancing one’s
ability to acquire goals in all conditions. Piryaei and Zare (2013) investigated the relationship between
organizational commitment, job satisfaction, and workplace spirituality aspects in consideration with the
moderating role of individual spirituality. Results indicated that workplace spirituality aspects were
positively associated with organizational commitment and job satisfaction with individual spirituality of
employees moderating a number of these associations. Daniel (2015) studied the relationship between three
dimensions of workplace spirituality and work stress. It was found that there is no relationship between
work stress and a sense of community. In other words, the employees in the workplace had no community
at all among them. Pirkola, Rantakokko, and Suhonen (2016) described spirituality at workplace as a
phenomenon and concept in healthcare and explored the view points from which it has been studied in
nursing. Houghton (2016) provided a retrospective extension and update of the Krishnakumar and Neck
(2002) “what, why, and how” framework and “spiritual freedom” model. Precisely, the article reviewed the
expansion and development of the literature on workplace spirituality over the past decade and a half.
Giacalone and Jurkiewicz (2010) suggested that scientific research of spirituality at workplace may bring
forth a new development in the organizational sciences, one hopefully uncontrolled by religious and legal
phobias. The integrative stance asserts that the value of researching workplace spirituality is not to invoke
a particular faith, but scientific assessment of whether such spirituality impacts the functioning of
organizations. The effects of workplace spirituality are summarized in Table 3.

Table 3. Effect of Workplace Spirituality on Common Workplace Dimensions

Workplace
Dimensions Authors Suggested Effect
Performance Jurkiewicz and Giacalone Organizational performance is positively affected by workplace
(2004) spirituality.
Komala and A significant relationship exists between organizational
Anantharaman (2004) performance and organizational spirituality.
Rego et al. (2007) Workplace spirituality leads to higher individual performance.
Daniel (2010) Team performance is positively associated with workplace
spirituality.
Albuquerque et al. (2014) Organizational performance has been proved to be positively
affected by workplace spirituality.
Pirkola et al. (2016) Workplace spirituality influences organizational performance.
Commitment Rego et al. (2007) Affective and normative commitment is positively associated
with the perceptions of organizational spirituality.
Pawar (2009) Organizational commitment has a significant positive association
with workplace spirituality.
(Table 3 continued)
Rathee and Rajain 33

(Table 3 continued)
Workplace
Dimensions Authors Suggested Effect
Piryaei and Zare (2013) Spirituality at workplace is positively related to organizational
commitment.
Fanggida et al. (2016) Workplace spirituality has a significant and positive relationship
with organizational commitment.
Satisfaction Kolodinsky et al. (2008) In comparison to those who indicated low organizational
spirituality, satisfaction was highest for those indicating high
organizational spirituality.
Pawar (2009) Workplace spirituality leads to satisfaction.
Daniel (2010) Workplace spirituality is positively related with team satisfaction.
Usman and Danish (2010) Significant impact of spirituality on job satisfaction.
Piryaei and Zare (2013) Job satisfaction is positively related to workplace spirituality.
Belwalkar and Vohra Satisfaction has a mediating role between workplace spirituality
(2016) and organizational behavior.
Fanggida et al. (2016) Workplace spirituality has significant and positive relationship
with job satisfaction.

Various Models on Workplace Spirituality

Milliman et al. (2003) conducted structural equation analysis and indicated that the five job attitude
dimensions were significantly related to the spirituality dimensions. In particular, the analysis in the fully
specified model indicated that alignment with organizational values was significantly associated with
intention to quit and organizational commitment, sense of community was significantly interrelated to
all five of the outcome variables, and that meaningful work was significantly interrelated to four of the
five job attitude variables (with the exception of intention to quit) as shown in Figure 1.
Kolodinsky et al. (2008) researched the perceptions of organizational spiritual values, effects of per-
sonal spiritual values, and their interaction on both attachment and attitudinal workplace outcomes. As
expected, organizational spirituality was negatively associated with organizational frustration and posi-
tively connected to rewards satisfaction, organizational identification, and job involvement as observed
in Figure 2.
Pawar (2009) indicated that work attitudes of employees were positively related, to a large extent, with
workplace spirituality. The results particularly indicated that two of the three workplace spirituality
dimensions were significantly positively related to job involvement and job satisfaction, while all three
dimensions of workplace spirituality had significantly positive association with organizational commitment.
Furthermore, there was no significant positive association of any of the three positive work attitudes
covered in this research to individual spirituality, in the presence of workplace spirituality aspects as
depicted in Figure 3.
Vandenberghe (2011) proposed an integrative model of workplace spirituality and commitment. First,
the four mindsets associated with the commitment are presented as distinct variables that affect work
outcomes (job performance, organizational citizenship behaviors, turnover, and well-being). Commitment
mindsets are portrayed as being influenced by spiritual leadership and two of its immediate outcomes:
sense of calling and sense of membership. Second, the model also features climate for spirituality as a
separate source through which workplace spirituality can exert an influence. It is specified as a modera-
tor of the relationships of calling and membership to commitment components and of the relationships
34 Jindal Journal of Business Research 9(1)

Figure 1. Model Proposed by Milliman et al. (2003)

Figure 2. Model Proposed by Kolodinsky et al. (2008)

Rathee and Rajain 35

Figure 3. Model Proposed by Pawar (2009)

Figure 4. Model Proposed by Vandenberghe (2011)

36 Jindal Journal of Business Research 9(1)

between commitments and work outcomes as shown in Figure 4. Indeed, workplace spirituality may
emerge through shared norms—and potentially values—that support spirituality.
Houghton et al. (2016) gave an elaborated version of the spiritual freedom model. Based on the litera-
ture review, the authors added a few extra outcomes of workplace spirituality. They proposed that for the
encouragement of spiritual diversity in the workplace, leadership was a critical dimension as highlighted
in Figure 5. The authors proposed that six types of leadership, namely shared leadership, empowering
leadership, ethical leadership, authentic leadership, servant leadership, and spiritual leadership, might

Figure 5. Model Proposed by Houghton, Neck, and Krishnakumar (2016)

Rathee and Rajain 37

hold special potential for facilitation of spirituality at workplace. They described some possible ways for
each of the leadership approaches to smoothen workplace spirituality and spiritual diversity.

Analysis of the Various Models

After studying the various models on workplace spirituality as given by different authors from time
to time, it can be said that workplace spirituality has significant and positive impact on important job
attitudes such as job commitment, job satisfaction, organizational performance, and job involvement.
Most of the models have taken three workplace spirituality dimensions, that is, meaningful work, sense
of community, and inner life (Milliman et al., 2003; Pawar, 2009). Even though some authors have talked
about five workplace spirituality dimensions—opportunities for inner life, enjoyment at work, sense of
contribution to society, alignment with organizational values, and team’s sense of community (Rego &
Cunha, 2008; Rego et al., 2007)—the generally accepted models have considered the three dimensions
only. These three dimensions interact individually as well as together as a whole to influence different
job attitudes.
The models proposed by Milliman et al. (2003) and Pawar (2009) are quite similar as they found a
significant relationship between the workplace spirituality dimensions (inner life, sense of community,
and meaningful work) and job attitudes such as job involvement, satisfaction, commitment, intention to
quit, self-esteem (Milliman et al., 2003), job involvement, satisfaction, commitment (Pawar, 2009) with
job satisfaction, and job commitment being the common element in all three models. Kolodinsky et al.
(2008) added the interaction of personal spirituality to workplace spirituality in influencing different job
attitudes. The model proposed by Vandenberghe (2011) was a comprehensive model studying the influ-
ence of a new dimension, that is, spiritual leadership on commitment and performance. This dimension
was also studied by Houghton (2016), where he said that leadership led to spiritual diversity which in
turn influenced different job attitudes.

Managerial Implications
For the creation of a superior environment for their employees, the aspect of spirituality is being
increasingly incorporated within the organization by many companies. Employees who are of the view
that their work is a means to advance spiritually have a possibility of applying greater effort in comparison
to those who see it merely as a means to a pay check. As suggested by a vast and growing body of data,
the costs related with shifting to a spirituality-based work culture are more than offset by measurable gains
in productivity (e.g., Campbell & Sengenberger, 1994; Wilkinson, 1994). The utility of spirituality could
also be exhibited in terms of measurable benefits to the organization’s efficiency and effectiveness along
with positive ethical impact. Leaders who are successful in development and maintenance of organizational
environments that are distinguished by spiritual values, such as a servant-orientation, embracing diverse
viewpoints and values, and openness are more likely to enjoy more favorable attitudes from workers. It
would be wise for entrepreneurs looking at establishing a new venture to consider the type of organizational
climate they seek to foster. It must be acknowledged that while there clearly are remarkable potential
positive outcomes of workplace spirituality, corporations have attempted to exploit or use the concept of
spirituality at work as a tool to simply increase productivity which is a matter of concern. To accrue the
benefits of spirituality, the company and the employees are needed to implement effective organizational
change approaches to inculcate spirituality at work philosophies. Following are some recommendations
38 Jindal Journal of Business Research 9(1)

for successful organizational change approaches. First, organizational change approaches must be
implemented not because they may lead to higher profits, but they must be steered by a clear philosophy
that workplace spirituality is a representation of truth and is the correct thing to do. Workplace spirituality
must be perfected in a genuine way before it has an impact on longer-term effectiveness of organizations
or a positive impact on the employees. Second, strong employee participation is essential so that
organizational development and change programs associated with spirituality at work have inputs heard
from all levels of the firm. Since the concept is too abstract, it is an important dimension of this spirituality
at work development process to create forums for greater explanation and open discussion of what
spirituality at work means. To ensure that the rights and values of all employees are respected, there is a
need to develop strong company values. Such a discussion although exciting will lead to stretching the
boundaries of what levels of freedom of expression are allowed in firms.
Researchers must show how spiritual variables impact work-related processes. Similar questions
have been addressed in spirituality research, but a clear empirical substantiation has been lacking. There
will be requirement of training programs on listening skills and interpersonal communication which will
help to promote this process (Milliman et al., 2003). As technology advances and globalization is
strengthened, many workers may feel an increase in need to grow professionally by finding fulfilling,
sustaining, and meaningful work. An individuals’ definition of self is defined by his/her work. Job
satisfaction will be enhanced by strengthening factors associated with fulfilling and meaningful work.
Personal growth demands development through reflexive learning and self-direction, which amplifies
spiritual development (Piryaei & Zare, 2013). There will be more effectiveness in organizational
accomplishment when the involvement of spirituality in the organizational culture is more, which leads
to a sense of fulfillment in the employees.

Future Research
First, further research should continue to initiate the relationship between organizational performance
and workplace spirituality while also probing possible moderators and mediators of this relationship.
Next, research in future should strive to pinpoint reasons for the evident disconnection between workplace
outcomes and individual-level spirituality. Finally, future research should work toward the establishment
of basic relationships between workplace spirituality and workplace outcomes through empirical
analysis.

Declaration of Conflicting Interests

The authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of
this article.

Funding
The authors received no financial support for the research, authorship, and/or publication of this article.

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