Produktbild: Strategic Management from an Islamic Perspective
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Strategic Management from an Islamic Perspective Text and Cases

Aus der Reihe Islamic Finance

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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

10.09.2013

Verlag

John Wiley & Sons Inc

Seitenzahl

256

Maße (L/B/H)

24.1/17.8/1.8 cm

Gewicht

576 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-118-55305-3

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

10.09.2013

Verlag

John Wiley & Sons Inc

Seitenzahl

256

Maße (L/B/H)

24.1/17.8/1.8 cm

Gewicht

576 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-118-55305-3

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  • Produktbild: Strategic Management from an Islamic Perspective
  • Foreword xiii

    Preface xv

    Acknowledgments xvii

    Part I Strategy: An Islamic Perspective 1

    1 Introduction 3

    Leading an Organization Is Like Driving a Car 4

    Critical Thinking 5

    The Problem with Conventional Management 6

    The Problem with Conventional Strategic Management 7

    The Value of Strategic Management from an Islamic Perspective 9

    References 11

    Notes 12

    2 Conventional Strategic Management 13

    Introduction 13

    The Importance of Competitive Advantage 13

    Competitive Advantage: A Means or an End? 15

    The Importance of Stakeholders 16

    The Strategic Management Process 17

    Strategic Management in Developing Countries 19

    Why Do Most Strategies Fail? 20

    First Observation: Causal Ambiguity 24

    Second Observation: Strategic Thinking 24

    Third Observation: Profitability versus Risk 27

    Summary 28

    References 28

    Notes 30

    3 Four Fundamental Problems 31

    Introduction 31

    FP 1: The Use of Interest-Based Loans 31

    FP 2: Developing Sustainable Organizations 35

    FP 3: Overcoming Defensive Routines 43

    FP 4: Overcoming Conflicts of Interest 45

    Discussion 49

    Summary 51

    References 52

    Notes 54

    4 Organizational Justice 55

    Introduction 55

    Elements in Organizational Justice 56

    Hammer and Champy 60

    W. Edwards Deming 62

    Eli Goldratt 64

    Discussion 66

    Summary 70

    References 70

    Notes 72

    5 Islam Transforms People and Leaders 73

    Introduction 73

    The Individual as the Unit of Analysis 74

    Belief in Islam Appeals to the Intellect 80

    Islam in the Context of an Organization 82

    Islam in the Context of Multicultural Societies 83

    The Importance of Prayer 90

    The PIES Model 91

    The Driving Analogy 91

    Summary 92

    References 92

    Notes 94

    6 The Challenge of Culture 95

    Introduction 95

    The Link between Culture and Strategy 96

    Lessons from Research at the International Islamic University Malaysia 97

    The Role of Top Management 101

    Summary 106

    References 107

    Note 108

    7 The Role of Islamic Law 109

    Introduction 109

    Why Do We Need Islamic Law? 109

    Principles of Islamic Law 111

    The Importance of Intention and Knowledge 113

    Islamic Law for Top Management 114

    Islamic Law for Middle Management 115

    Islamic Law for Subordinates 116

    Shariah and Fiqh 117

    The Need for Further Research 118

    Summary 119

    References 119

    Notes 120

    8 Strategic Decision Making 121

    Introduction 121

    A Broader View of Strategy 124

    Strategy as Problem Solving 125

    Errors in Strategic Decision Making 126

    Defining the Strategic Problem 127

    Understanding the Strategic Problem 128

    Experimenting 131

    Strategic Decision Making 132

    Evaluating the Strategic Process 134

    Summary 135

    References 137

    Notes 139

    9 Analyzing a Case 141

    The Purpose of Analyzing a Case 141

    Choosing the Story 148

    Part II Case Studies 151

    Cases in This Textbook 151

    Note 154

    10 Case 1: IBM and Lou Gerstner 155

    Introduction 155

    The Beginning 155

    The Writing on the Wall 156

    Finding a New CEO 157

    The First Days at IBM 157

    The Corporate Culture Problem 159

    Do We Need a Strategic Vision? 160

    Getting the Execution Right 161

    The Essence of Leadership 161

    Reviving the Brand 162

    Compensation 162

    Making the Company Grow Again 163

    References 164

    11 Case 2: Al Rajhi Bank 165

    The Job Offer 165

    Al Rajhi's Background 166

    Bilal's Conclusions 172

    12 Case 3: Bank Muamalat 173

    Zabeda's Report 173

    The Beginning of Bank Muamalat 173

    Top Management Structure 174

    The Financial Performance 175

    Putting IT to Work 176

    The Competitive Environment 177

    Zabeda's Supervisor's Comments 179

    References 180

    13 Case 4: Bank Rakyat 181

    The Strategic Challenge 181

    The Cooperative Movement 181

    Bank Rakyat 182

    Marketing at Bank Rakyat 183

    Putting IT to Work 184

    Future Plans 185

    References 185

    Note 186

    14 Case 5: MUSLEH (Part 1) 187

    The Dilemma 187

    MUSLEH 187

    The Founding of MUSLEH 188

    The Personality of Ustaz Amin 189

    The Classical Strategic Management Framework 189

    Connections with Other Professionals 191

    Setting a New Direction for the Group 192

    Note 192

    15 Case 6: MUSLEH (Part 2) 193

    Introduction 193

    Changes in the Middle East 193

    Dr. Tareq Al Suwaidan 194

    Dr. Amr Khaled 196

    The Debate 196

    A Trip to Kuwait City 197

    What to Do Next? 198

    16 Case 7: Fuji Xerox 201

    The Phone Call 201

    An Overview of Fuji Xerox 202

    Fuji's Emphasis on CSR and Sustainability 202

    Fuji's Marketing Initiatives 205

    A SWOT Analysis of Fuji Strategy 206

    An Analysis of Fuji's Financial Results 207

    Conclusion 208

    17 Case 8: McDonald's Pakistan 209

    The Dilemma 209

    The Company Profile 210

    Raza Ali 211

    Rashid Ibrahim 211

    McCafé 212

    McDonald's Target Market 213

    The Main Competitor: Gloria Jean's Coffees 213

    Back to the Dilemma 214

    18 Case 9: Unilever Bangladesh 215

    The Appointment 215

    Bangladesh 215

    Industry Factors 216

    Industry Players 217

    The Organization's Structure 220

    Financial Management 221

    Marketing Management 221

    UBL Products 222

    Brand Promotion 222

    Pricing 223

    Operations Management 223

    Human Resources Management 223

    Conculsion 224

    Notes 224

    Appendix: A Primer on Evolution 225

    About the Authors 231

    About the Contributors 233

    Index 235