Religions going nuts? Faith-based veganism and transformative learning in the context of sustainability transitions (case 1: The Hare Krishna movement)

Abstract

Purpose

This paper is based on several years of ethnographic and desk-based research studying the Hare Krishna movement. The work is the first in a series exploring how segments of specific faith communities embrace dietary veganism and how this relates to the concept of transformational learning/change in the context of sustainability transitions. The focus is on how these communities embrace a plant-based diet representing different rationales and attitudes of learning in the process of organisational change.

Design/methodology/approach

I investigated Krishna practices extensively by visiting and volunteering in several of its farm communities in Europe. I used the mixed method of qualitative observations, participation, in-depth interviews and email interviews during a period of ten weeks spent in the communities altogether. I had not been in contact with Hare Krishna believers before the fieldwork.

Findings

Krishna veganism is analysed in the context of sustainability transitions by drawing on the concept of transformative (third-order) learning/change. Findings reveal an unexpected tendency to veganism despite the movement's worldview and radical commitment to dairy consumption. By calling into question their own collective dietary paradigm, the Hare Krishna community provides an exemplary case of third-order learning and change in an organisational context.

Originality/value

The paper invites scholars to include third-order learning into sustainability transitions frameworks while aiming to address the shortcomings of theorising levels of learning. The connection between Krishna veganism, third-order learning and sustainability transitions has not been put forward before.

Citation

Lestar, T. (2020), "Religions going nuts? Faith-based veganism and transformative learning in the context of sustainability transitions (case 1: The Hare Krishna movement)", Journal of Organizational Change Management, Vol. 33 No. 5, pp. 805-819. https://doi.org/10.1108/JOCM-09-2019-0274