http://archive.conscientiabeam.com/index.php/171 Conscientia Beam en-US International Journal of Business Strategy and Social Sciences 2771-5566 http://archive.conscientiabeam.com/index.php/171/article/view/4346 <p>This paper explores organizational sustainability as a comprehensive business concept by proposing an expansion of the traditional Triple Bottom Line (TBL) framework into a more inclusive Quadruple Bottom Line (QBL) model. It introduces corporate spirituality as a viable fourth pillar alongside economic, social, and environmental dimensions, emphasizing its relevance in today’s organizational practices and future societal constructs. The QBL is visually represented as a square, symbolizing equality among the four dimensions and reflecting present-day complexities and expectations. The paper serves as a preamble that conceptualizes and seeks to incubate the QBL idea, stimulating further scholarly engagement. It draws on a tailored review of existing organizational literature to justify the conceptual inclusion of corporate spirituality, positioning it as an essential component towards holistic sustainability. The theoretical foundation is rooted in Organizational Learning Theory (OLT) and Spiritual Leadership Theory (SLT), which collectively guide the paper’s argument. Accordingly, this paper emphasizes that corporate spirituality may act as an adhesive force, streamlining and strengthening the interaction between other sustainability pillars in pursuit of collective prosperity. However, as a concept paper, limitations include the absence of empirical validation and a narrow methodological scope, which necessitate future research to examine and substantiate the proposed model. Practically, the paper encourages organizational leaders and policymakers to adopt a more balanced approach to sustainability dimensions, advocating for equal attention to all organizational aspects, with corporate spirituality serving as a unifying and transformative element for businesses and society alike.</p> Salihu, Muhammad Rayyan Bello Sazali, Abd Wahab Yasin, Md Ida Copyright (c) 2025 2025-08-11 2025-08-11 8 1 1 10 10.18488/171.v8i1.4346 http://archive.conscientiabeam.com/index.php/171/article/view/4662 <p>The study assessed communication and group dynamic patterns in the implementation of Fadama III Additional Financing (AF), specifically identifying and describing group characteristics, analyzing communication and interaction patterns, and determining the strength of group dynamics. A multistage sampling procedure was employed to select respondents for the study. In the first stage, 50 percent of the Local Government Areas (LGAs) were purposively selected from each agricultural zone based on a higher number of participating production groups in the Fadama III AF program, resulting in 6, 4, and 3 LGAs from Osogbo, Iwo, and Ife/Ijesha zones, respectively. The second stage involved selecting 30 percent of the production groups (PGs) in each of the selected LGAs proportionally, totaling 59 PGs. In the third stage, 2 leaders and 2 members from each of the 59 selected PGs were randomly chosen for interviews, totaling 236 respondents. Results indicated that 62.5 percent of the PGs were established for economic purposes, and the majority (84.7%) of PGs had a registered cooperative society under the government. More than half (51.3%) of respondents reported a strong sense of group dynamics. A significant difference was observed in the mean scores of the strength of group dynamics among Fadama III AF beneficiaries across the selected Agricultural Development Projects zones at p≤ 0.05. The study concluded that more than half of the Fadama III AF group beneficiaries exhibited strong group dynamic strength.</p> Folake Victoria Oladimeji Francis Oke Adereti Olajide Julius Filusi Copyright (c) 2026 2025-12-31 2025-12-31 8 1 11 26 10.18488/171.v8i1.4662