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Strategic Management from an Islamic Perspective: Text and Cases

Book Description

Fascinating insights into modern strategic management from an Islamic perspective

While strategic management is a cornerstone of any MBA program, it's almost always taught from conventional theories and typically American case studies. This book takes those traditional theories and interprets them from an Islamic perspective using more international case studies. Though primarily intended as a textbook for business students, the book is also extremely useful for any Muslim business leaders who want to transform their businesses while complying with Shariah, with a particular focus on developing corporate cultures and structures in sync with Islamic values.

  • Offers a critical review of conventional strategic management theory, suggesting more effective alternatives based on a combination of conventional and Islamic theories

  • Includes international case studies, each with a particularly Islamic angle

  • Written by a successful author team that has written extensively on the subject of business management from an Islamic perspective

Table of Contents

  1. Cover
  2. Contents
  3. Title
  4. Copyright
  5. Dedication
  6. Foreword
  7. Preface
  8. Acknowledgments
  9. Part I: Strategy: An Islamic Perspective
    1. Chapter 1: Introduction
      1. Leading an Organization Is Like Driving a Car
      2. Critical Thinking
      3. The Problem with Conventional Management
      4. The Problem with Conventional Strategic Management
      5. The Value of Strategic Management from an Islamic Perspective
      6. References
      7. Notes
    2. Chapter 2: Conventional Strategic Management
      1. Introduction
      2. The Importance of Competitive Advantage
      3. Competitive Advantage: A Means or an End?
      4. The Importance of Stakeholders
      5. The Strategic Management Process
      6. Strategic Management in Developing Countries
      7. Why Do Most Strategies Fail?
      8. First Observation: Causal Ambiguity
      9. Second Observation: Strategic Thinking
      10. Third Observation: Profitability versus Risk
      11. Summary
      12. References
      13. Notes
    3. Chapter 3: Four Fundamental Problems
      1. Introduction
      2. FP 1: The Use of Interest-Based Loans
      3. FP 2: Developing Sustainable Organizations
      4. FP 3: Overcoming Defensive Routines
      5. FP 4: Overcoming Conflicts of Interest
      6. Discussion
      7. Summary
      8. References
      9. Notes
    4. Chapter 4: Organizational Justice
      1. Introduction
      2. Elements in Organizational Justice
      3. Hammer and Champy
      4. W. Edwards Deming
      5. Eli Goldratt
      6. Discussion
      7. Summary
      8. References
      9. Notes
    5. Chapter 5: Islam Transforms People and Leaders
      1. Introduction
      2. The Individual as the Unit of Analysis
      3. Belief in Islam Appeals to the Intellect
      4. Islam in the Context of an Organization
      5. Islam in the Context of Multicultural Societies
      6. The Importance of Prayer
      7. The PIES Model
      8. The Driving Analogy
      9. Summary
      10. References
      11. Notes
    6. Chapter 6: The Challenge of Culture
      1. Introduction
      2. The Link between Culture and Strategy
      3. Lessons from Research at the International Islamic University Malaysia
      4. The Role of Top Management
      5. Summary
      6. References
      7. Note
    7. Chapter 7: The Role of Islamic Law
      1. Introduction
      2. Why Do We Need Islamic Law?
      3. Principles of Islamic Law
      4. The Importance of Intention and Knowledge
      5. Islamic Law for Top Management
      6. Islamic Law for Middle Management
      7. Islamic Law for Subordinates
      8. Shariah and Fiqh
      9. The Need for Further Research
      10. Summary
      11. References
      12. Notes
    8. Chapter 8: Strategic Decision Making
      1. Introduction
      2. A Broader View of Strategy
      3. Strategy as Problem Solving
      4. Errors in Strategic Decision Making
      5. Defining the Strategic Problem
      6. Understanding the Strategic Problem
      7. Experimenting
      8. Strategic Decision Making
      9. Evaluating the Strategic Process
      10. Summary
      11. References
      12. Notes
    9. Chapter 9: Analyzing a Case
      1. The Purpose of Analyzing a Case
      2. Choosing the Story
  10. Part II: Case Studies
    1. Chapter 10: Case 1: IBM and Lou Gerstner
      1. Introduction
      2. The Beginning
      3. The Writing on the Wall
      4. Finding a New CEO
      5. The First Days at IBM
      6. The Corporate Culture Problem
      7. Do We Need a Strategic Vision?
      8. Getting the Execution Right
      9. The Essence of Leadership
      10. Reviving the Brand
      11. Compensation
      12. Making the Company Grow Again
      13. References
    2. Chapter 11: Case 2: Al Rajhi Bank
      1. The Job Offer
      2. Al Rajhi’s Background
      3. Bilal’s Conclusions
    3. Chapter 12: Case 3: Bank Muamalat
      1. Zabeda’s Report
      2. The Beginning of Bank Muamalat
      3. Top Management Structure
      4. The Financial Performance
      5. Putting IT to Work
      6. The Competitive Environment
      7. Zabeda’s Supervisor’s Comments
      8. References
    4. Chapter 13: Case 4: Bank Rakyat
      1. The Strategic Challenge
      2. The Cooperative Movement
      3. Bank Rakyat
      4. Marketing at Bank Rakyat
      5. Putting IT to Work
      6. Future Plans
      7. References
      8. Note
    5. Chapter 14: Case 5: MUSLEH (Part 1)
      1. The Dilemma
      2. MUSLEH
      3. The Founding of MUSLEH
      4. The Personality of Ustaz Amin
      5. The Classical Strategic Management Framework
      6. Connections with Other Professionals
      7. Setting a New Direction for the Group
      8. Note
    6. Chapter 15: Case 6: MUSLEH (Part 2)
      1. Introduction
      2. Changes in the Middle East
      3. Dr. Tareq Al Suwaidan
      4. Dr. Amr Khaled
      5. The Debate
      6. A Trip to Kuwait City
      7. What to Do Next?
    7. Chapter 16: Case 7: Fuji Xerox
      1. The Phone Call
      2. An Overview of Fuji Xerox
      3. Fuji’s Emphasis on CSR and Sustainability
      4. Fuji’s Marketing Initiatives
      5. A SWOT Analysis of Fuji Strategy
      6. An Analysis of Fuji’s Financial Results
      7. Conclusion
    8. Chapter 17: Case 8: McDonald’s Pakistan
      1. The Dilemma
      2. The Company Profile
      3. Raza Ali
      4. Rashid Ibrahim
      5. McCafé
      6. McDonald’s Target Market
      7. The Main Competitor: Gloria Jean’s Coffees
      8. Back to the Dilemma
    9. Chapter 18: Case 9: Unilever Bangladesh
      1. The Appointment
      2. Bangladesh
      3. Industry Factors
      4. Industry Players
      5. The Organization’s Structure
      6. Financial Management
      7. Marketing Management
      8. UBL Products
      9. Brand Promotion
      10. Pricing
      11. Operations Management
      12. Human Resources Management
      13. Conculsion
      14. Notes
  11. Appendix: A Primer on Evolution
  12. About the Authors
  13. About the Contributors
  14. Index