BAM Survey
BAM Survey 2007: Taking the Pulse of the Movement
BAM Survey 2007 |
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BAM SURVEY 2007 - Taking the Pulse of the Movement |
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BAM Survey 2007: Taking the Pulse of the Movement represents the first annual report on the state of the global Business as Mission movement. While there is some information available on Business as Mission, very few, if any, research surveys have focused on measuring the extent or impact of the movement.
This foundational study was designed to find answers to some key questions related specifically to the perspectives and practices of Business as Mission around the world. When BAM practitioners began integrating a traditional business worldview with a traditional mission worldview many years ago, they were faced with a number of fundamental issues and challenges. The current study shows how the BAM movement has addressed challenges and identifies new areas that merit further research. Created by EC Institute and based on responses from nearly 500 practitioners, educators, and supporters of Business as Mission, the study addresses the following key issues:
Who makes up the Business as Mission community?
Background: The Business as Mission movement is entering a growth stage that is marked by increased awareness and the emergence of new participants. What is the profile of the current BAM leaders?
The evidence: The movement is being lead by businessmen and women between the ages of 30 and 59 years old who believe God has called them to Business as Mission. This group is well educated and comfortable with integrating ministry and missions into their businesses.
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- A majority (69 percent) believes they are called to Business as Mission and BAM is believed to be as beneficial to the kingdom as traditional missions.
- Nearly all (96 percent) people associated with the Business as Mission movement have a college degree or greater.
- The 45 to 59 year old age group makes up the largest percentage (45 percent) of the Business as Mission movement.
How does Business as Mission create kingdom impact?
Background: Business as Mission is one of many strategies in existence that mixes business activities with evangelism and ministry efforts. What is distinctive about BAM’s objectives and what has proven effective in achieving those goals?
The evidence: The Business as Mission movement does not have a systematic approach for driving kingdom impact. However, it is beginning to identify key objectives, methodologies, metrics, and processes that have proven to be effective.
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- The most agreed upon objective of BAM is to build the local economy and bless the nation. The second most agreed upon objective is providing access to many locations.
- Corporate structure, management oversight, and sustainability are key considerations for achieving BAM objectives. A majority believes start-up organizations are better able to achieve BAM objectives.
- Within BAM companies, social programs are aimed at creating direct benefit for internal stakeholders. The BAM movement strives to be good stewards of environmental resources but does put extra effort toward environmental initiatives. Spiritual activities are subject to questions of appropriateness and whether or not a company should take on some responsibilities of the church.
How have BAM practitioners integrated their business and spiritual backgrounds?
Background: It is difficult to evaluate BAM efforts and impact across the traditional business and missions/church value systems. How is this influencing the Business as Mission community?
The evidence: The majority of the movement has rejected the sacred/secular divide. They are now working to identify misconceptions from each worldview and integrate best practices from each. Influences of both perspectives are evident in how money is viewed by the BAM community. BAM practitioners are unsure about how spiritual activities should be incorporated into BAM companies.
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- Profit is accepted as good and the majority of respondents favor using it for further investment in kingdom companies. One out of five respondents do not agree that return on investments is important.
- Respondents generally expect 30 percent of funding for Business as Mission companies to come from donations. Nearly one half of respondents do not include debt or church donations as part of the “ideal†funding for a BAM company.
- Many respondents (36 percent) are uncertain about verbal evangelism in the BAM context. Most respondents support spiritual activities for managers but question the appropriateness of efforts aimed at employees.
How can the church support the Business as Mission movement?
Background: A lot of the progress of the Business as Mission movement has been fueled by businesspeople rejecting the limitations placed on them by the Christian community. To what extent has this influenced BAM leaders?
The evidence: One quarter of BAM leaders do not get support from their church or social community. Certain church characteristics increase the likelihood of that church giving support.
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- The pastor plays an integral role in controlling the amount of commitment a particular church gives to Business as Mission. Having a pastor that is aware of BAM increases the likelihood that the church will pray for BAM 15 times.
- Churches that pray for businesspeople are 5 times more likely to pray specifically for BAM.
