The Psychology of Religion, Chapter 14: Religion as a Business

Many religions and other spiritual practices operate partly like a business. There is marketing (proselytization, outreach), branding (symbols people wear on clothing or on necklaces), encouragement to be loyal to your brand, and criticism of other brands. But then there is also a financial commitment, leading to an organized financial structure. There is work to be done by members of this structure, with an ultimate goal—explicit or implicit—of retaining and expanding membership, eliciting volunteering efforts and financial contributions, and maintaining morale.

With some intensely tribal, high-commitment groups (fraternities are the obvious benign example, gangs the darker one), there can be an onerous initiation ritual. Social psychologists have shown that when people have to work hard, endure discomfort, or pay a steep price to join, they often become more loyal afterward—partly because the mind naturally tries to justify what it has sacrificed. Religions also commonly have initiation processes: potential members may be vetted, attend educational sessions, and then take part in some public ritual in which solemn commitments are made.

Sometimes, as with luxury business models, broad proselytization does not occur; instead, the “product” is restricted. Only a select few gain entry. In some traditions you need advanced membership—often taking years—before you are allowed to enter certain beautiful buildings such as temples, or partake in certain deep rituals. Sometimes only men are allowed into certain leadership roles or ritual spaces. These obstacles increase the allure and tend to attract people willing to contribute more commitment, time, and money. If everybody had a Rolex watch or a Gucci bag, it would cease to be as special; exclusivity is part of what makes the object feel “high-end.”

One particular feature of religion that resembles a corporate tactic is the elevation of belief alone—faith—as a key virtue. Belief without evidence is not merely tolerated; it is often praised. If a corporation could successfully propagate that idea, it would be extremely useful for marketing, since people would form loyalty to the brand without looking too closely at “reviews.” Doubt could be reframed as weakness, betrayal, or impurity. Meanwhile, “true believers” are rewarded: their status, trust, and esteem in the community rises in proportion to their loyalty.

In many cases religious institutions amass vast wealth: in property, buildings, and investments. In at least some prominent modern examples, credible reporting and public filings have described religious investment holdings on the order of tens of billions of dollars, with wider claims in some cases exceeding $100 billion—figures that are difficult to reconcile with the ordinary believer’s image of humble spiritual stewardship. And these structures often operate with significant tax advantages. In the United States, churches are generally treated as tax-exempt. In Canada, registered charities (including many religious organizations) are exempt from paying income tax while registered. 

And yet, some of the most insightful cautions about wealth come from within religion itself. One of the sharpest is the line attributed to Jesus (present in all three Synoptic Gospels): “it is easier for a camel to go through the eye of a needle than for a rich man to enter the kingdom of God.”

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