book

Strategic Management from an Islamic Perspective: Text and Cases

by Rodrigue Fontaine, Khaliq Ahmad

September 2013

Beginner

256 pages

7h 49m

English

Wiley

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Leading an Organization Is Like Driving a CarCritical ThinkingThe Problem with Conventional ManagementThe Problem with Conventional Strategic ManagementThe Value of Strategic Management from an Islamic PerspectiveReferencesNotes

IntroductionThe Importance of Competitive AdvantageCompetitive Advantage: A Means or an End?The Importance of StakeholdersThe Strategic Management ProcessStrategic Management in Developing CountriesWhy Do Most Strategies Fail?First Observation: Causal AmbiguitySecond Observation: Strategic ThinkingThird Observation: Profitability versus RiskSummaryReferencesNotes
IntroductionFP 1: The Use of Interest-Based LoansFP 2: Developing Sustainable OrganizationsFP 3: Overcoming Defensive RoutinesFP 4: Overcoming Conflicts of InterestDiscussionSummaryReferencesNotes
IntroductionElements in Organizational JusticeHammer and ChampyW. Edwards DemingEli GoldrattDiscussionSummaryReferencesNotes
IntroductionThe Individual as the Unit of AnalysisBelief in Islam Appeals to the IntellectIslam in the Context of an OrganizationIslam in the Context of Multicultural SocietiesThe Importance of PrayerThe PIES ModelThe Driving AnalogySummaryReferencesNotes
IntroductionThe Link between Culture and StrategyLessons from Research at the International Islamic University MalaysiaThe Role of Top ManagementSummaryReferencesNote
IntroductionWhy Do We Need Islamic Law?Principles of Islamic LawThe Importance of Intention and KnowledgeIslamic Law for Top ManagementIslamic Law for Middle ManagementIslamic Law for SubordinatesShariah and FiqhThe Need for Further ResearchSummaryReferencesNotes
IntroductionA Broader View of StrategyStrategy as Problem SolvingErrors in Strategic Decision MakingDefining the Strategic ProblemUnderstanding the Strategic ProblemExperimentingStrategic Decision MakingEvaluating the Strategic ProcessSummaryReferencesNotes
The Purpose of Analyzing a CaseChoosing the Story
IntroductionThe BeginningThe Writing on the WallFinding a New CEOThe First Days at IBMThe Corporate Culture ProblemDo We Need a Strategic Vision?Getting the Execution RightThe Essence of LeadershipReviving the BrandCompensationMaking the Company Grow AgainReferences
The Job OfferAl Rajhi’s BackgroundBilal’s Conclusions
Zabeda’s ReportThe Beginning of Bank MuamalatTop Management StructureThe Financial PerformancePutting IT to WorkThe Competitive EnvironmentZabeda’s Supervisor’s CommentsReferences
The Strategic ChallengeThe Cooperative MovementBank RakyatMarketing at Bank RakyatPutting IT to WorkFuture PlansReferencesNote
The DilemmaMUSLEHThe Founding of MUSLEHThe Personality of Ustaz AminThe Classical Strategic Management FrameworkConnections with Other ProfessionalsSetting a New Direction for the GroupNote
IntroductionChanges in the Middle EastDr. Tareq Al SuwaidanDr. Amr KhaledThe DebateA Trip to Kuwait CityWhat to Do Next?
The Phone CallAn Overview of Fuji XeroxFuji’s Emphasis on CSR and SustainabilityFuji’s Marketing InitiativesA SWOT Analysis of Fuji StrategyAn Analysis of Fuji’s Financial ResultsConclusion
The DilemmaThe Company ProfileRaza AliRashid IbrahimMcCaféMcDonald’s Target MarketThe Main Competitor: Gloria Jean’s CoffeesBack to the Dilemma
The AppointmentBangladeshIndustry FactorsIndustry PlayersThe Organization’s StructureFinancial ManagementMarketing ManagementUBL ProductsBrand PromotionPricingOperations ManagementHuman Resources ManagementConculsionNotes

Content preview from Strategic Management from an Islamic Perspective: Text and Cases

Chapter 10 Case 1: IBM and Lou Gerstner

Introduction

Aishah binti Hamza was getting upset. She had read Strategic Management from an Islamic Perspective and she did not quite buy some of the ideas. Sure, she understood the Islamic perspective and she didn’t have a problem with that. But the discussion in several chapters about complexity, defensive routines, the need for operational excellence, and so forth seemed off the mark. This was a book about strategic management, after all. Shouldn’t the strategic component be more important? Aishah noted that several times in the text, the authors quoted Lou Gerstner. Browsing in the university’s library, she found three books on Gerstner: Accidental Empires (Cringely, 1996), Saving Big Blue (Slater, 1999), and Who Says Elephants Can’t Dance? (Gerstner, 2002). As she read, she made the following notes.

The Beginning

International Business Machines (IBM) was founded by Thomas Watson in the 1920s. Initially focused on simple calculators, the company moved to mainframe computers in the 1950s. The technology and marketing power of IBM was so great that throughout the 1950s, 1960s, and 1970s, IBM dominated the computer industry. In the 1980s, the company seemed to continue to dominate the computer landscape. IBM made a total of $51 billion profit after tax between 1980 and 1989. As IBM was beating all the records in terms of sales and profits, IBM executives became supremely arrogant. Yet, IBM’s success was built largely on mainframe computers—generally ...