IIUM Journal of Case Studies in Management http://journals.iium.edu.my/ijcsm/index.php/jcsm <p><strong>Aim and Scope of the Journal</strong></p> <p>The IIUM Journal of Case Studies in Management is an internationally refereed journal published twice yearly by the Graduate School of Management, International Islamic University Malaysia. The journal is dedicated to the development and promotion of case studies in the field of management and related disciplines for the purpose of enhancing our knowledge and understanding in the areas. Cases selected for publication are expected to deal with important issues related to the discipline, which may be used, among others, by instructors of Master of Business Administration and Master of Management programmes. Special consideration will be given to cases that deal with management issues in the Asia-Pacific region. Cases based on both research and secondary sources, will be considered. Also, papers on case writing, case teaching and case analysis will be accepted for publication. Occasionally the journal will publish empirical papers on current issues in management.</p> <p><strong>Currently Indexed by:</strong><br>&nbsp; &nbsp; &nbsp;Google Scholar<br>&nbsp; &nbsp; &nbsp;Open Access</p> <p><strong><strong>Publication Charges:</strong></strong><br>There are no charges for submission of a manuscript as well as no charges for article processing or publication.</p> <p><strong>Ethical Statement:</strong><br>The manuscript must represent original work by the author(s). None of the material should be covered by any copyright; if copyrighted material exceeding approximately 100 words from a journal article or approximately 500 words from a book is used, the author has obtained written permission for its use. Further, this work should not infringe any intellectual property rights/secrecy laws of any person/organization/government/public or private agency, nor should it contain any defamatory matter.</p> <p>IIUM Press does not bear any responsibility for verifying copyright permissions provided by the author. Any breach of copyright laws will result in retraction of the published manuscript <strong>as well as reporting to relevant authorities in the authors’ institutions.</strong></p> <p style="bottom: 0px; zoom: 1;"><strong>Privacy Statement:</strong><br>The names and email addresses entered in this journal site will be used exclusively for the stated purposes of this journal and will not be made available for any other purpose or to any other party.</p> <p><strong>Disclaimer</strong>: Opinions expressed in articles and creative pieces published in this Journal are those of the authors and do not necessarily reflect the views of the editors, the editorial board or the publisher.</p> <p><strong>&nbsp;</strong></p> International Islamic University Malaysia en-US IIUM Journal of Case Studies in Management 2180-2327 Editorial http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/31 Nazrol Kamil Mustaffa Kamil ##submission.copyrightStatement## 2018-03-01 2018-03-01 8 1/2 A case study of Organizational Behaviour and Resistance to changes in Malaysia’s Commercial Banking Industry http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/29 <p>The primary issue in this case concerns about a manager’s engagement toward employees in an organisation. The low level of attitude displayed by the manager creates a negative impact on employees' performance. The organisational outcome is also affected by the negative attitude of the managers. In this case, the key issue is about the employees' satisfaction and dissatisfaction with the negative attitude of the manager. The positive mind-set of employees is affected, and they develop dissatisfaction with the negative mentality of the manager. The case also investigates the aspect of resistance to changes, whereby, negative thinking is reduced, and positive management thinking among employees and managers in the organisation is increased. Overall, this case describes a management dilemma on how employees’ job satisfaction levels caused serious levels (turnover intention increased) in the commercial banking industry. Survey instruments have been used to measure employees’ attitude or behaviour. The finding indicated that 60 percent of the negative attitude of manager caused dissatisfaction among employee. In this case, the dissatisfaction among employees was due to the negative behaviour of the manager who penalised staff who could contribute towards the success of a project. In addition, dissatisfaction was also due to the lack of recognition received, whereby, achievement rewards were given to the manager who lacked in the contribution of knowledge and ideas for the company development.</p> Hemaloshinee Vasudevan Nomahaza Mahadi Farrah Anne Robert ##submission.copyrightStatement## 2018-02-26 2018-02-26 8 1/2 24 34 Integration of religious education in humanitarian situation: The role of faith based organizations and faith leaders http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/26 <p>Inspired by the Islamic faith, Islamic Relief Kenya has been able to support the Government of Kenya’s goal of education for all through funding partnerships with the United Nations, international donors and extensive networks with religious and Faith-based organizations (FBOs) working among and with refugees living in Dadaab refugee camp of Kenya, the second-largest refugee camp in the world. Dadaab Refugee Camp is hosting forcibly displaced people whose children are more likely to be enrolled in religious cultural Qur’anic schools known as Duksi prior to enrolling in the formal education system. Islamic Relief works through religious leaders to develop advocacy tools based on Islamic teaching to promote the integration of conventional state education with the cultural religious education system in a bid to enhance access to conventional education for the children living in Dadaab. Although the integration model of religious education / Duksi School was piloted by Islamic Relief, all other faith based organizations including Lutheran World Federation (LWF) adopted the same approach and model in their education programmes in refugee operations in Dadaab. This process initially funded and facilitated by UNHCR and the Government of Kenya has emerged as a successful, integrated approach merging religious and formal education in humanitarian and emergency situations.</p> Mohammad Obaidur Rahman Afroza Bulbul Afrin ##submission.copyrightStatement## 2018-02-17 2018-02-17 8 1/2 1 9 The death of a small car http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/27 <p>Tata Motors launched the low-cost car, Nano in 2009. The expectations were high. It was supposed to change the rules of the game in automobile industry forever. A series of operational hurdles came in the way spoiling the show. The manufacturing plant had to be relocated, due to the agitation launched by farmers whose land was acquired by the Company. Consequently, operational costs increased. Customers could not get the vehicles on promised dates. Initial technical problems caused a series of fire accidents which turned the tide against the image of the car. The positioning of the car as a ‘cheap vehicle’ proved to be a strategic blunder forcing the Company to call it a day.</p> V. S. P. Rao ##submission.copyrightStatement## 2018-02-17 2018-02-17 8 1/2 10 17 Monal - An overview of marketing practices http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/28 <p>Being the first fine-dining restaurant at an unconventional location, the Monal restaurant with a wide range of authentic Pakistani cuisine deeply embedded in the diverse culture of the country. The business can be termed as well thought out model that has taken full advantage of the original restaurants’ popularity and has continued to build on it to scale new heights. Mr Luqman Afzal as a sole proprietor of the business gained a single investor’s confidence in the project’s success, and to make the biggest commercial restaurant success in the history of Islamabad. This case study explores the marketing and value chain of The Monal; what are their marketing strategies and how it provides value to its customers. What are the attractions of their business model and their business performance that made Monal to secure awards from leading culinary institutes? What are the success factors that have led to its success; what are the challenges that company faces on day to day basis. The case study also discusses about their direct and indirect competitors. Finally the future plans of the company and key learning points are also discussed with few recommendations. The case has provided an opportunity to learn about Monal’s functions and operations extensively. It may serve as a learning case for entrepreneurs seeking business opportunities in the restaurant industry.</p> Alishba Ijaz Sundus Dilshad Abdul Wahab ##submission.copyrightStatement## 2018-02-17 2018-02-17 8 1/2 18 23 CARROT AND STICKS STRATEGY: DOES IT WORK TO MOTIVATE EMPLOYEES TO BE GREEN? http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/23 The sustainability of the hotel industry depends heavily on the preservation of natural beauty of the country. However, hotels’ non-friendly environmental practices have been responsible for directly polluting the environment. The pressure from environmental or green movements has enhanced many hotels’ environment. However, changes in operational processes and systems alone are not good enough to reduce their environmental impact. Besides putting in place suitable environmental management practices, a change in human behavior is believed to be necessary. Personnel and cultural controls strategy in management control system is synonym as a carrot and stick approach that is prescriptively utilized to enticing elicit desired behavior. Therefore, the case study tries to advocate the changes that require proper planning and the commitment from the business operators that are vitally important to ensure the employees sustainably carry out the hotel’s environmental practices. Rozaidy Mahadi Siti Nabiha Abdul Khalid ##submission.copyrightStatement## 2014-06-16 2014-06-16 8 1/2 ORGANISATIONAL CHANGE: THE IMPACT OF RESTRUCTURING ON SUNWAY COLLEGE KUALA LUMPUR EMPLOYEES http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/24 Organisational change could affect the organisation positively or negatively. Apart from the management, employees are also affected with the changes. In the case of Sunway College Kuala Lumpur (SCKL), the organisational restructuring involves an establishment of new companies where the employees are realigned and transferred to different companies. The purpose of this case study is to identify the issues faced by the SCKL employees after the restructuring and how the management is handling these issues. The information is gathered through in-depth interviews with the employees under SCKL and Sunway Education Group Sdn Bhd, as well as the students who are under the Australian University Programme. Based on the findings, the management perceives the issues raised by the employees as mere perception, and instead claims that the restructuring has actually had a positive impact. We have further analysed the issues and integrated our findings with the management theories discussed in the Organizational Behaviour and Leadership course. However, we note that the information collected is prone to bias due to the limited number of respondents interviewed. Noorwati Ismail Asreen Ayumi Abdullah Sani Ernee Zolkafle Reem Abbas AbuBaker ##submission.copyrightStatement## 2014-06-16 2014-06-16 8 1/2 Jet Etihad Strategic Alliance: The Road Ahead http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/15 <p>Jet Airways Ltd. soared to unprecedented heights at the beginning of the current millennium. And then calamity struck in the form of the global financial meltdown of 2008 which brought many mighty corporations to their knees. Downturn in economic activity impacted Jet’s performance, bringing it to the brink of failure. The management at Jet was left grappling with many operational and personnel related challenges. It was a time for Jet to take certain tough decisions. And it did make them. With the opening up of India’s aviation sector for foreign direct investment, Jet became the first Indian flier to seek foreign alliance. Would it be enough to ensure Jet’s flight to success or would such an alliance be fraught with perils of other kind?   Should the step be taken and what should be the extent of partnership? </p> Shalini Talwar Reena Mehta ##submission.copyrightStatement## 8 1/2 The Challenges of a Trucking Company: The case of UFA Sdn. Bhd. http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/16 This case discusses on the operational activities of one trucking company dealing with cross border businesses using the checkpoint of Bukit Kayu Hitam, Kedah Malaysia. The UFA Utara Forwarding &amp; Trucking Sdn. Bhd. was established in 1975 as logistics and transport in smaller scale with accumulated 100 registered vehicles and 150 staff at present. In the year 2010-2015 the company faced a severe competition among 20 players with the accumulated fleets more than 400 vehicles. At the same time the company also faced traffic congestion at the checkpoint which their daily crosses border and jeopardized the whole movements. The trucking company also faced unrest complaints from the customers on the delayed arrival of freight and disrupted on their production activities. The problems were established, suggestions had been implemented for improvement however the condition in trucking business and the cross border check point were unchanged. Mustakim Melan Rohafiz Sabar ##submission.copyrightStatement## 8 1/2 Developing an Islamic Corporate Culture at Perbadanan Kemajuan Ekonomi Islam Negeri Perak (PKEINPk) http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/18 <p>Perbadanan Kemajuan Ekonomi Islam Negeri Perak (PKEINPk) was set up as a semi-governmental body associated with the government of the state of Perak. Its mission and vision is to promote the Islamic economic development of the state of Perak. Its legal status has changed as a private company was formed and all the assets and all the employees were transferred to this private company. This new corporate structure allowed the organization to become more efficient and more competitive. Currently, PKEINPk has about 200 employees, assets of around RM 100 million and it generates a decent profit. Mr Tarmizi, the chief operating officer, has a clear strategy for achieving the company’s vision and mission. The question is whether he can turn a sleepy medium size organization into a dynamic organizations that adhere to Islamic values. His aim is to recruit a HR expert from a large multinational based in Kuala Lumpur and persuade him to join a small company based in Ipoh. He cannot offer the salary or the glamor. So what will he say? How will the expert respond? In fact, isn’t building a corporate culture based on Islamic values simply a dream?  </p> Rodrigue Ancelot Harvey Fontaine ##submission.copyrightStatement## 8 1/2