九色视频

The Trinity as a Scriptural Foundation for BAM

[By Cora Barnhart]

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Abstract

Business as Mission (BAM) includes in its global definition that it be 鈥渋ntentional about Kingdom of God purpose and impact on people and nations.鈥� This article鈥檚 purpose is to establish a scriptural foundation for the work of BAM.听 A BAM enterprise is intended to pursue values associated with the Kingdom of God, with the business itself as part of that mission. The Great Commission is clear that Christians are to expand the Kingdom of God and be intentional in how they do this. It also emphasizes the Trinity鈥檚 importance in this transformation. Using a model of innovation based on the Trinity, this article establishes a scriptural foundation for the work of BAM. Similarities exist between the Father鈥檚 role in initiating creation and salvation and a leader who begins a BAM enterprise. BAM leaders can parallel the Son鈥檚 roles, particularly in activities related to teaching and mentoring. Today the network effects and community-building enabled by the Holy Spirit are also apparent in BAM organizations through their BAM communities and ecosystems. And just as the Holy Spirit allowed the Gospel鈥檚 spread during Paul鈥檚 imprisonment and other obstacles, that flourishment continues today through the efforts of BAM organizations throughout restricted access areas.

Introduction

鈥淭he claim has been made that athletics is the best way to reach people for Christ. Clearly there is a transcendence that occurs on a field of competition, and a Tim Tebow or Kurt Warner can garner the attention of a crowd鈥�. However, the power of business is significantly greater. It has the impact to evangelize and is the only mission technique that can provide jobs and transform a society that can help lift people out of poverty. BAM鈥檚 impact is long term.鈥�¹

The Great Commission clearly states God鈥檚 intention that Christians are to reach out to others for Christ: 鈥淭herefore go and make disciples of all nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit鈥� (Matthew 28:19). Business as Mission (BAM) reflects this forethought in its global definition that includes being 鈥渋ntentional about Kingdom of God purpose and impact on people and nations; focused on holistic transformation and the multiple bottom lines of economic, social, environmental, and spiritual outcomes.鈥�²

Unlike the Friedman doctrine that argues that the firm鈥檚 goal is to increase profits and that its focus should be on the accountability it has to its stockholders, BAM extends a firm鈥檚 focus to include stakeholders with environmental and social concerns and incorporates a spiritual element as well.³听 A BAM enterprise is intended to pursue values associated with the Kingdom of God as it financially sustains itself. It is worth noting that a BAM enterprise is not the same thing as a traditional firm pursuing profit while being religious. In the BAM model, business itself is an essential part of the mission. The Great Commission is clear that Christians are to expand the Kingdom of God and be intentional in how they do this. It is also worth noting that the Great Commission emphasizes the importance of the Trinity in this holistic transformation.

This article considers how Scripture provides a foundation for the work of BAM, particularly the spiritual element. It uses a model based on the Trinity that was initially developed to explain the phases of innovation. As the article explains, many of the parallels between the members of the Trinity and the phases of innovation are informative for those interested in the foundation and operation of BAM enterprises. This analysis recognizes similarities between the Father鈥檚 role in initiating creation and salvation and a leader who begins a BAM enterprise. Also recognized are parallels between BAM organizations and characteristics of Jesus, particularly in activities related to teaching and mentoring. This analysis will also show that the network effects and community-building enabled by the Holy Spirit are also apparent in BAM organizations through their BAM communities and ecosystems. And just as the Holy Spirit allowed the spread of the Gospel in the face of obstacles like Paul鈥檚 imprisonment, it works to extend God鈥檚 Kingdom through the efforts of BAM organizations throughout restricted access areas.

Application of the Trinity Based Model for Business Formation

One helpful approach to developing a scriptural foundation for enterprises associated with the BAM movement is a model of innovation based upon the Trinity.⁴听This model examines parallels between how the Trinity works in the creation and salvation processes and activities that are associated with the three phases of innovation. The invention phase of the innovation cycle corresponds to God the Father鈥檚 role in initiating creation and salvation. Humanity is created in God鈥檚 image and is a steward of his creation. The second phase of innovation, commercial viability, has activities that correspond to behaviors of Jesus: redemption, teaching, and disruption. Market significance is the ending phase of innovation, and shares parallels to the network effects and community-building enabled by the Holy Spirit.

What might 鈥渂eing intentional about Kingdom of God purpose and impact on people and nations鈥� look like through the lens of the Trinity model? Many of the parallels identified in the Trinity model are helpful in constructing a scriptural foundation for how to start and operate businesses. In addition, there has been a need recognized for a more complete definition of BAM to include its 鈥渟pecial strategic relevance to marginalized people and unreached peoples in restricted-access contexts.鈥�⁵听Examining the Trinity鈥檚 roles in the creation and salvation of humanity provides a scriptural foundation that addresses these points. Using this model is particularly relevant given BAM鈥檚 intentional goal of meeting the needs of people who have been neglected or otherwise overlooked.

The Father

鈥淪o God created man in his own image, in the image of God he created him; male and female he created them.鈥� (Genesis 1:27). God created humans in his image to glorify the original 鈥渟o that the world would be filled with reflectors of God.鈥�⁶ The Father鈥檚 role is one of an initiator in creation (and in salvation).⁷听In considering how this role can motivate and instruct a leader involved in a BAM enterprise, Barnhart recognizes three points relevant to starting and operating a business that are applicable to the analysis at hand. Humans bear God鈥檚 image. They have been assigned dominion over the world created by God. When God created the world and humanity, he was conducting an investment that had risk. Table 1 details these three points in the Trinity model as well as their application to BAM enterprises (Table 1).

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Constructing a Trinity-based foundation for BAM begins by considering how God would go about starting a business. It helps to recognize that God designed everything with forethought and purpose when he created the world.⁸听This suggests that customers would readily recognize and appreciate the intrinsic value of a business created by God through the impact it would have on their lives.

This approach contrasts with the focus traditionally associated with for-profit enterprises. Leaders managing a for-profit business concentrate on its instrumental value, meaning that they value profit or another aspect associated with it because it provides a means to an end.⁹ This view perceives the business as an instrument to maximize profit or accomplish some other outcome. Achieving this outcome allows the leader to undertake another goal, such as making donations to a charity.¹⁰ One problem associated with focusing on a goal such as profit maximization is that it can tempt leaders to make across-the-board job cuts or other short-term decisions to appease worried stockholders. Another problem with such a focus is that it may lead to the objectification of workers, environmental factors, and other inputs, considering only their immediate utility to the process at hand.¹¹听Aside from harming workers and other stakeholders, viewing business through this lens can also generate consequences that hurt stockholders in the long run.

Maintaining a sole focus on this business鈥� instrumental value misses an opportunity to allow God鈥檚 kingdom to flourish.¹² Solely focusing on the instrumental value of the business overlooks what God would propose as the purpose of the business.¹³ Donating money in the example above fails to address the structural problems in the community, such as a lack of access to important goods or a scarcity of employment opportunities. Redirecting focus on the business鈥� intrinsic value allows the business itself to become what helps the community.¹⁴ One helpful example that makes this point is that of a food desert in South Dallas that causes some large grocers to make donations to charities. Actually placing a grocery store in South Dallas (and operating at lower margins or even a loss) could be more beneficial to households in the area than profits donated to charities.¹⁵

A second point relevant to starting a business is apparent in Genesis 1:28: 鈥淕od blessed them and said to them, 鈥淏e fruitful and increase in number; fill the earth and subdue it. Rule over the fish in the sea and the birds in the sky and over every living creature that moves on the ground.鈥� This passage reveals that God expected the human created in his own image to be a steward that manages his creation. Ephesians 2:10, Isaiah 43:7, and 1 Corinthians 10:31 also describe humanity as God鈥檚 handiwork that he intentionally created to 鈥渄o good works鈥� and to glorify himself. Examining the Father鈥檚 role in the Trinity provides a mandate for BAM leaders that the decisions they make should not only be profitable but promote human flourishing and enhance the environment. This approach requires considering not only the immediate impact of a decision on profit, but longer-term implications for the firm鈥檚 financial health as well as implications for stakeholders with environmental and humanity concerns. Expanding the firm鈥檚 focus on outcomes beyond short-term profits in its decision making will allow it to recognize value in circumstances where traditional firms limited to looking at the single bottom line will not.

This last point is reinforced by the concept of Biblically informed risk-taking. God鈥檚 original plan was that humanity would 鈥減articipate in his glory鈥� (but often) the project seemed to end in complete failure or bankruptcy.鈥�¹⁶ The careful stewardship described above allows for cautious risk-taking such as what is described in the Parable of the Talents when the master criticizes a servant for failing 鈥渢o put his master鈥檚 money to work on his behalf.鈥�¹⁷ Additional direction is offered regarding the importance of diversification to entrepreneurs to protect their welfare from unexpected disaster.¹⁸

The Son

Another key element of BAM鈥檚 mission is using business to reach those who are marginalized or have been neglected. In Scripture, God the Father sent his son in human form to reach out to humanity and convince them that they needed salvation. Jesus鈥� ministry contrasts with that of the incumbent religious authority of that time that distanced themselves from the marginalized. An important aspect of Jesus reaching out was that he became human and lived among those needing salvation. Convincing humanity that they needed salvation required Jesus to focus his ministry on teaching and redemption. Serving the immediate needs of the neglected also required disrupting the status quo in the local religious community at times. His life is instructive for those BAM leaders seeking opportunities to address the needs of the oppressed and neglected. Table 2 details these in the Trinity model as well as their application to BAM enterprises.

One of the most important ways that Jesus reached out to humanity was through his teaching. Passages such as Matthew 4:18鈥�22, Mark 1:16-20, Luke 5:1鈥�11, and John 1:35鈥�51 describe how Jesus recruited and traveled with the disciples to help spread the Gospel. He spent time with those he was working with and those that he was trying to serve. As noted in the Trinity-based model, the authenticity in how Jesus lived was one of the most effective ways that he convinced people to convert.¹⁹听Those he encountered witnessed love, forgiveness, forbearance, and other qualities through his willingness to obey and submit to God repeatedly.

It is important that the authenticity observed in Jesus鈥� behavior be apparent in the operations of the business itself. A BAM enterprise should not use the business as a sneaky avenue to approach those who have not been converted to Christianity. Rather, the business鈥檚 intent should include a genuine provision of value to its customers and community through its products or services.

Leaders operating BAM enterprises can inform themselves by paying special attention to exactly how Jesus went about reaching out to humanity. Jesus did not minister from afar. Business leaders trying to follow Christ鈥檚 example should not isolate themselves from their colleagues and customers. And when they interact with workers and customers, they need to remember that Jesus鈥� ability to convince people of their need to repent and ask for salvation occurred through how sincerely he lived his faith. 鈥淚nformed people today 鈥� are more likely to follow Jesus when they see it lived out in the realities of where life happens, and in normal growing economies that is in the marketplace, where people spend most of their time. It is a best practice that every Jesus follower worker in the world sees his life on the job as a way to make other Jesus followers鈥�.鈥�²⁰

Passages related to how Jesus recruited and commissioned disciples to help spread the Gospel can also provide guidance to leaders as they train others to take on leadership roles in BAM related organizations. Businesspeople possess an array of talents including accounting, marketing, management, and other skills. Participating in a BAM enterprise allows them to 鈥渄o more than PRAY and PAY (give to missions), but they can also PLAY (be in the game of making disciples through their business).鈥�²¹

The authenticity apparent in Jesus鈥� ministry is also an interesting example of Founder Market Fit, 鈥渁n innate, unfair advantage that sets founders apart from their competitors.鈥� This is an essential characteristic for startup firms seeking capital in their initial stages because they lack the substantial financial information necessary to convince investors of their viability. This means the founders themselves must find a way to persuade investors that a viable market exists and that their firm will be successful.²²

Focusing on intentional Kingdom business may mean that a BAM enterprise threatens incumbent firms. In Luke 13:14-17 Jesus condemned the hypocrisy of a synagogue leader who complained when Jesus healed a possessed woman on the Sabbath. While in the Nazareth synagogue, Jesus read the passage below from the scroll of the prophet Isaiah, based on Isaiah 61:1-2 and Isaiah 58:6: 鈥淭he Spirit of the Lord is on me, because he has anointed me to proclaim good news to the poor. He has sent me to proclaim freedom for the prisoners and recovery of sight for the blind, to set the oppressed free, to proclaim the year of the Lord鈥檚 favor鈥� (Luke 4:18-19). Although initially well received, he was forced to leave after he said 鈥淭oday this scripture is fulfilled in your hearing鈥� in Luke 4:21. Jesus was able to convince his followers that he was who he said he was by living his life genuinely and honestly, even when it meant angering those in authority and risking his own life.

As indicated earlier, an important part of the BAM mission is prioritizing attending to the needs of the neglected. Successfully tackling this requires identifying those customers who have been overlooked by incumbent firms and determining how to help them. This principle is apparent in Jesus鈥� interactions with those in society that lacked social capital. He intentionally focused on those marginalized in the community, including women, the poor, and others disregarded at that time.

Focusing on those who have been overlooked suggest that a BAM organization would be more inclined to locate in places that would not appeal to a traditional for-profit organization. The poor, marginalized, and otherwise neglected are likely to be in areas that are less affluent or otherwise economically riskier. These could include red light districts, refugee camps, or areas recovering from conflict. A BAM enterprise would be more likely to appreciate the value of addressing needs existing in these communities than a traditional model. They would be more likely to recognize a market where traditional models would only recognize risk. Their multiple bottom lines would be able to perceive worth where more traditional models of valuation would reflect a loss.

The Holy Spirit

The Holy Spirit鈥檚 part in the salvation of humanity occurred through allowing the Gospel to spread and the church grow. As the Trinity-based model observes, the Holy Spirit advanced these activities through the formation of faith communities and the networks initiated by Pentecost: 鈥淭he Holy Spirit, by promoting faith and unifying communities as witnesses of God鈥檚 benevolence, encourages organizations that glorify God through building strong, networked communities.鈥�²³

In considering how this role can motivate and instruct a BAM enterprise, there are two points relevant to starting and operating a business that are emphasized in the Trinity-based model. The formation of community was essential to the growth of the Church. In addition, there were network effects that allowed the Gospel to spread. Similarly, new BAM enterprises in challenging economic communities are often assisted by incubators and other systems that foster growth. These are helpful because of the communities and the networks they provide. Table 3 details these in the Trinity model as well as their application to BAM enterprises.

The role of the Holy Spirit in forming Christian communities is apparent in Ephesians 4:3 as Paul encouraged the early Christians to keep 鈥渦nity with Spirit through the bond of peace鈥� and remain connected to one another. The Trinity-based model emphasizes that the Holy Spirit united communities with shared values and mission. Research indicates that actual conversion occurs through 鈥渁 network of interpersonal attachments,鈥� where evidence confirms that new religious movements that become closed networks fail to spread but those occurring through close and direct relationships tend to grow.²⁶

How is a supportive community connected to a BAM enterprise? BAM organizations care about generating a profit but prioritize being a part of something that is important. The Trinity-based model suggests that a BAM enterprise is more likely to experiment with something riskier if there is a community available to assist and encourage them. As a member of an existing community, a BAM enterprise is better equipped to take chances on locations that would not appeal to a traditional business prioritizing profit.²⁷

The Trinity-based model specifies a second role of the Holy Spirit that is relevant to BAM enterprises, recognizing that the Gospel鈥檚 spread relied on network effects. John 15:26-27 and Acts 2:1-12 describe how the Holy Spirit descended on the disciples during Pentecost, allowing people from different countries to hear the Gospel in their own language. The Holy Spirit鈥檚 actions enabled the Gospel to be shared across language barriers, a network effect. Just as language barriers could have halted the spread of the Gospel, potential challenges that could inhibit a new business are prevalent in many environments surrounding BAM enterprises. These can include lack of human capital related to starting a business, a lack of funding from banks, a community resistant to generating profits or taking risks, or overwhelming competition from incumbent firms.

What provides the network for BAM organizations? The organization features an entrepreneurial ecosystem that is described as 鈥渓ocal networks of entrepreneurs, business leaders, local investors, and mentors in a single community or local area.鈥�²⁸ Resources provided by these ecosystems include knowledge, information regarding cultural attitudes, established businesses, other entrepreneurs, co-working spaces and other locations for operations, and existing markets. Ecosystem networks have become increasingly important in BAM enterprises. Such networks allow new enterprises to mature, economic development to occur, and the Kingdom鈥檚 influence to increase across the world.²⁹

In contemplating BAM鈥檚 鈥渟pecial strategic relevance to marginalized people and unreached peoples in restricted-access contexts,鈥� consider how the Holy Spirit promoted the Gospel鈥檚 spread in the face of challenges such as Paul鈥檚 imprisonment and epidemics. In Acts 28:31, Paul 鈥減roclaimed the kingdom of God and taught about the Lord Jesus Christ鈥攚ith all boldness and without hindrance!鈥� Stating the Gospel as being spread 鈥渨ithout hindrance鈥� is significant for two reasons.³⁰ First, it reflects Paul鈥檚 enthusiasm. In addition, Paul鈥檚 incredible productivity during his imprisonment in Rome is evident in the prison epistles (Ephesians, Philippians, Colossians, and Philemon) and can be attributed to the Holy Spirit. Rather than imprisonment halting Paul鈥檚 ability to share the Gospel, the Holy Spirit worked through Paul鈥檚 letters to spread the Gospel further in time and location than would have otherwise been the case.

Paul鈥檚 being imprisoned provided a second way for the Holy Spirit to spread the Gospel. Liang observes that that God used it 鈥渇or the greater progress of the gospel . . . and that most of the brethren, trusting in the Lord because of my [Paul鈥檚] imprisonment, have far more courage to speak the word of God without fear鈥� (Philippians听 1:12鈥�14).³¹ In other words, it was Paul鈥檚 imprisonment that prodded the early believers to share God鈥檚 word even more intentionally.

The power of the Holy Spirit is also evident in the spread of Christianity across the Roman Empire. Two epidemics (circa AD165 and AD251) were among the natural disasters that occurred that killed up to one-third of the population.³² The church assisted with the disaster at hand. 鈥淔or the faithful, disasters are but opportunities for refining character, learning obedience, and testing the faith.鈥�³³

The examples above reveal how challenging events that appeared to be barriers accelerated the spread of the Gospel. Events such as Paul鈥檚 imprisonment and epidemics forced believers to go beyond means that would have been traditional at that time, sharing the Gospel through alternate means such as Paul writing the Prison Epistles and the Christians ministering to the victims of illness. These episodes provide important insight into how the Holy Spirit allows the Kingdom to flourish currently in areas that resist missions or church planting. For instance, missions work has focused on Muslims, Buddhists, and Hindus with limited success over centuries.³⁴听Today some countries outlaw evangelism, do not grant visas to missionaries, or otherwise restrict activities of the church.

Goodhew recognizes the ability of BAM to provide a 鈥渃reative access method鈥� as an avenue for the Gospel to reach those in restricted access countries, which is particularly apparent in countries within the 10/40 window.³⁵ He shares one instance of a Christian who struggled in attempts to share the Gospel with his Muslim neighbors. Perceptions that he was 鈥減aid by Westerners to proselytize鈥� left them inclined to openly resist his efforts.³⁶听The community eventually accepted him after he established a cattle farm. His business allowed them to see him 鈥渄eal with real life issues鈥� and even motivated them to have him join their community鈥檚 council of elders. Goodhew shares another example of an enterprise led by a founder intent on spreading the Gospel is an IT company based in India. The nature of the business provides numerous opportunities for the community to see Christ through the company鈥檚 words and actions.

Conclusion

Matthew 28:19 is one of the most well-known Scriptures associated with God鈥檚 plan for his followers to extend his Kingdom and share the Gospel with those who do not know him. But this plan is not limited to this particular Scripture. In the Old Testament, his covenant with Abraham included a promise that everyone could someday enjoy the blessings he had promised to share with Abraham鈥檚 descendants. But his plan was for those descendants to share God鈥檚 word by serving as an example and not blend in with everyone else by worshipping idols. In John 4:26, the Samaritan woman at the well was the first person with whom Jesus revealed his identity as the Messiah. Acts 8:26-40 describes the conversion of the first Gentile, a eunuch. Each of these instances reveals God鈥檚 desire to extend his kingdom to those outside the religious elite and also incorporates the work of the members of the Trinity.

This article develops a scriptural foundation for the work of BAM with a model based on the Trinity that was developed to explain the phases of innovation. Analysis using the Trinity-based model accounts for why a BAM enterprise will take risks concerning locations that would not appeal to a traditional business prioritizing profit. It lays out the parallels between the members of the Trinity and aspects of forming and operating BAM enterprises. Those who establish BAM enterprises share similarities with the Father鈥檚 role in initiating creation and salvation. BAM organizations share characteristics with Jesus, particularly in activities related to teaching and mentoring. It is also apparent that the network effects and community-building enabled by the Holy Spirit are also apparent in BAM communities and ecosystems. And BAM鈥檚 success in extending God鈥檚 Kingdom to restricted access area through 鈥渃reative access鈥� reflects the ability of the Holy Spirit to continue to spread the Gospel in the face of obstacles, just as it did during Paul鈥檚 imprisonment through his Prison Epistles.

About the Author

Cora Barnhart is Assistant Dean and Professor of economics in the Marshall E. Rinker, Sr. College of Business at Palm Beach Atlantic University. Her current research interests include the impact of innovation and creative destruction on the economy and applications of faith in business practices. Prior to teaching at Palm Beach Atlantic University, she served as the editor of the tax section of the Bankrate Monitor, and served on faculties at Florida Atlantic University, Furman University, and Clemson University. She has written several tax and personal finance articles published on websites that include Bankrate, Yahoo, and USA Today. Her academic publications include articles in Economic Inquiry, Public Choice, Journal of Biblical Integration in Business, The Journal of Futures Markets, Sport in Society, Christian Business Academy Review, Journal of Biblical Perspectives in Leadership, and Financial Practice and Education. She holds a B.S. from Francis Marion University and an M.A. and Ph.D. from Clemson University鈥�.

Notes

¹Scott Adams, 鈥淏usiness as Mission: A Comprehensive Guide to Theory and Practice,鈥� Christian Scholar鈥檚 Review, October 15, 2010. https://christianscholars.com/business-as-mission-a-comprehensive-guide-to-theory-and-practice/#:~:text=BAM%20is%20an%20approach%20that,terminology%20are%20still%20in%20flux.

2Jo Plummer, 鈥淲hat is Business as Mission?鈥� Business as Mission, 14 January 2015. https://businessasmission.com/what-is-bam/

³H. Jeff Smith, 鈥淭he Shareholders vs. Stakeholders Debate,鈥� MIT Sloan Management Review, July 15, 2003. https://sloanreview.mit.edu/article/the-shareholders-vs-stakeholders-debate/

⁴Cora Barnhart, 鈥淭he Trinity and the Cycle of Innovation,鈥� Christian Business Review 15, no. 1 (2023). /center-for-christianity-in-business/2023/10/22/the-trinity-and-the-cycle-of-innovation/

⁵Jo茫o Mordomo, 鈥淏ack to the Future: The Evolution of Business as Mission:听 A Current Overview and Analysis,鈥� Business as Mission (2016): 2.听 https://businessasmission.com/resources/back-to-the-future/.

⁶See John Piper, 鈥淲hy Did God Create the World?鈥� Desiring God, September 22, 2012. https://www.desiringgod.org/messages/why-did-god-create-the-world

⁷Barnhart, 鈥淭he Trinity.鈥�

⁸Ibid.

⁹鈥淰oices from the Workplace: Robin John on Confronting Injustice Through Good Investing鈥� on The Faith & Work Podcast. Jul 18, 2025.听 https://www.denverinstitute.org/voices-from-the-workplace-robin-john-on-confronting-injustice-through-good-investing/

¹⁰John, 鈥淰oices from the Workplace.鈥�

¹¹Arthur C. Brooks, From Strength to Strength: Finding Meaning, Success, and Deep Purpose in the Second Half of Life (New York, NY: Portfolio/Penguin, 2022).

¹²John, 鈥淰oices from the Workplace.鈥�

¹³Ibid.

¹⁴Ibid.

¹⁵Ibid.

¹⁶Cornelis van der Kooi and Cornelius A. Rietveld. 鈥淕od and His Works from an Entrepreneurship Perspective,鈥� Journal of Reformed Theology 13, no. 1 (2019): 50. doi: https:/doi.org/10.1163/15697312-01301001

¹⁷Robert Brooks, 鈥淔inancial Risk: An Alternative Biblical Perspective,鈥� Journal of Biblical Integration in Business 2, no. 1 (1996): 16-24.

¹⁸Brooks, 鈥淔inancial Risk.鈥� Also see Ecclesiastes 11:1-2.

¹⁹Barnhart, 鈥淭he Trinity.鈥�

²⁰Larry Sharp, 鈥淔ive Business as Mission Trends and Best Practices,鈥�, IBEC Ventures, May 24, 2019. https://ibecventures.com/blog/five-business-as-mission-trends-and-best-practices/#:~:text=Some%20call%20it%20a%20%E2%80%9Csoft,and%20addressed%20a%20pain%20point.

²¹Sharp, 鈥淔ive Business as Mission.鈥�

²²Jillian Canning Saunders, 鈥淭he Importance of Founder-Market Fit & How to Highlight It While Fundraising,鈥� Forbes, Jan 15, 2020.听 https://www.forbes.com/sites/jilliancanning/2020/01/15/the-importance-of-founder-market-fit鈥揾ow-to-highlight-it-while-fundraising/

²³Barnhart, 鈥淭he Trinity,鈥� 1.

²⁴American Missionaries, 鈥淏usiness as Mission Training: Where Faith Meets the Marketplace,鈥� International Project (December 15, 2025), https://internationalproject.org/business-as-mission/

²⁵Jon B and Jo Plummer, 鈥淐reating the Map: Exploring Categories in the BAM Ecosystem,鈥� BAM is Global, Incubation & Ecosystem, Latest, Research & 九色视频, January 28, 2025. https://businessasmission.com/creating-the-map-exploring-categories-in-the-bam-ecosystem/#:~:text=It%20should%20be%20particularly%20noted,needs%20of%20the%20broader%20ecosystem.

²⁶Rodney Stark, The Rise of Christianity (Princeton University Press, 1966): 115.

²⁷One research study compares location choices of faith driven entrepreneurs, who care about spiritual outcomes but prioritize profit, to BAM enterprises. Muslim locations are perceived in the survey as risky location choices. Their survey data indicate that a higher percentage of BAM enterprises locate in Muslim countries relative to faith driven entrepreneurs (30% vs. 17%). See Steve Rundle and Min-Dong Paul Lee, 鈥淭he Motivations, Backgrounds, and Practices of Business as Mission Practitioners: Insights from an International Survey,鈥� Missiology: An International Review 50, no. 4 (2022): 420-441.

²⁸Guest Author, 鈥淗elping Entrepreneurs Thrive: The Power of Entrepreneurial Ecosystems. BAM.鈥� BAM Success Factors, Incubation & Ecosystem, November 16, 2020. https://businessasmission.com/helping-entrepreneurs-thrive-the-power-of-entrepreneurial-ecosystems/

²⁹Guest Author, 鈥淗elping Entrepreneurs.鈥�

³⁰Ernest Liang, 鈥淪caling the Business Enterprise: Lessons from the Early Church,鈥� Journal of Biblical Integration in Business 27, no. 1 (2024): 54. https://cbfa-jbib.org/index.php/jbib/article/view/681

³¹Liang, 鈥淪caling the Business.鈥�

³²See Liang, 鈥淪caling the Business.鈥� Also see Stark, Rise of Christianity, 73.

³³Ibid., 54.

³⁴Harry Goodhew, 鈥淏usiness as Mission,鈥� Lausanne Occasional Paper, The Lausanne Movement (2004), https://lausanne.org/occasional-paper/business-mission-lop-59

³⁵Goodhew, 鈥淏usiness as Mission.鈥�

³⁶Ibid.