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 12 Case 3: Bank Muamalata

Zabeda’s Report

Zabeda was uncomfortable. As a postagraduate student writing her thesis, she always felt nervous when she presented her work to her supervisor. Her thesis was a case study of Bank Muamalat, one of Malaysia’s smallest Islamic banks. She had compiled all the information that she could find in the library and on the Internet, and she now watched nervously as her supervisor read her report.

Historically, Islamic banking took off with the introduction of the Islamic Development Bank in Jeddah, Saudi Arabia, in 1970. In 1974, the Islamic Bank of Dubai became the first bank to be launched. In Malaysia, the national steering committee on Islamic banking was established in July 1980, and the establishment of the Bank Islam Malaysia Berhad followed in 1983. In 1993, commercial banks, merchant banks, and finance companies were allowed to offer Islamic banking products and services under the Islamic banking scheme.

The Beginning of Bank Muamalat

Bank Muamalat, which started operation on October 1, 1999, is a full-fledged Islamic financial institution that operates under the Islamic Banking Act (1983). It is headquartered in Kuala Lumpur and is a leading financial institution offering shariah-based financial services and products. Bank Muamalat Malaysia Berhad (BMMB) was the second full-fledged Islamic bank to be established in Malaysia. Its mandate is to provide shariah-compliant banking products and services to Malaysians, irrespective of ...