IIUM Journal of Case Studies in Management

Front Matters

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Journal Front Matters

Editorial Notes

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Tawhidic Epistemology and Ummatic Excellence: Reimagining Ethical Leadership, Sustainable Innovation, and Strategic Transformation

It is with great pleasure that we present Volume 17, Number 2 (August 2026) of the IIUM Journal of Case Studies in Management (IJCSM). This special issue showcases fourteen contemporary teaching cases that collectively demonstrate how organisations can pursue innovation, competitiveness, resilience, and sustainable development while remaining firmly anchored in Tawhidic Epistemology and striving towards Ummatic Excellence.

Global Halal RTE Meals

2026-06-29T12:57:16+08:00

The case study examines the marketing strategy of PT Halalan Thayyiban Indonesia (PT HaTI), a leading manufacturer of halal ready-to-eat (RTE) meals under the Wong Solo Group. PT HaTI is an ideal example of how religious values can lead to innovation, ethical branding and global expansion along with a mission based on the Islamic idea of halal and thayyib. This case study examined how PT HaTI leverages innovative food technologies, particularly retort sterilisation and self-heating packaging, to produce nutritious, long-lasting ready-to-eat meals suitable for everyday consumers, disaster relief operations, and Hajj pilgrims. This case study also examines PT HaTI’s efforts to promote ethical branding and its commitment to corporate social responsibility (CSR). The company’s operations are driven by strategic partnerships and export-led expansion, particularly in key markets such as Saudi Arabia. In response to domestic pricing pressures arising from comparisons with freshly prepared meals, PT HaTI has implemented several strategies, including smaller packaging options, product bundling, and enhanced digital engagement through e-commerce platforms and planned mobile application features. Empirical insights d indicate that the company adopts a flexible approach supported by continuous innovation and dynamic monitoring systems to ensure sustainable halal business practices. Overall, the findings provide valuable insights into how halal food businesses can achieve sustainable growth in both domestic and international markets by integrating technology, Islamic values, and customer-oriented strategies.

Speak Up or Watch It Fall?

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This case study examines the internal strategic conflict within MegaBake Food Industries, a Malaysian FMCG company facing stagnant domestic growth, where a traditional founder-led management resisted international expansion despite clear market opportunities. The study explores the psychological and organisational barriers that prevent companies from globalising, including status quo bias, loss aversion, competence anxiety, and information vacuum, all compounded by a high power-distance corporate culture. Central to the case is the dilemma faced by mid-level international managers who possess market intelligence and strategic vision but lack the authority to act on it. The study argues that silence in the face of strategic inertia is not a neutral position but an act of complicity in organisational decline. Drawing on a structured five-step bottom-up influence strategy — encompassing risk reframing, low-commitment piloting, peer-based social proof, legacy-oriented framing, and structured accountability — the case demonstrates how junior managers can ethically and effectively challenge resistant leadership without direct confrontation. The findings suggest that sustainable organisational change in founder-led firms requires aligning expansion proposals with the founder's identity and legacy instincts rather than opposing them. The case concludes that proactive professional courage, exercised with cultural sensitivity and evidence-based persuasion, is both a managerial responsibility and a critical driver of long-term firm survival in an increasingly competitive global marketplace.

Commanditaire Vennootschap Agung Grafika

2026-06-26T16:44:40+08:00

This teaching case presents the strategic transformation journey of CV Agung Grafika, a medium-sized Indonesian enterprise in printing, publishing, and creative solutions that evolved from a traditional commercial printing business into an organisation contemplating a knowledge-based, digitally integrated future. Set against the backdrop of the COVID-19 pandemic recovery, accelerating digital disruption, and changing customer expectations, the case illustrates the managerial challenges of balancing operational stability with strategic renewal. Through rich organisational narratives, financial information, management deliberations, expert consultations, and dialogues with Islamic scholars and Pondok Kyai, the case explores how business leaders navigate uncertainty while remaining anchored in Islamic values of amanah (trust), ihsan (excellence), shura (consultation), hikmah (wisdom), tawakkul (reliance upon Allah), ubudiyyah (servitude to Allah), and ta'abbudi (obedience to Allah). The case highlights multiple organisational issues, including organisational restructuring, digital transformation, human capital development, financial performance, strategic investment, talent retention, knowledge management, and ethical leadership. By 2026, management faces three strategic alternatives: preserving its traditional printing excellence, transforming into a digital publishing enterprise, or becoming an integrated knowledge solutions provider. Each option offers distinct opportunities and risks concerning financial sustainability, organisational capability, technological readiness, and long-term competitiveness. Rather than providing a definitive solution, the case concludes with an open-ended strategic dilemma symbolised by the managing director's enigmatic smile, inviting students to evaluate the alternatives critically while integrating strategic, financial, ethical, and Islamic perspectives in managerial decision-making.

Dismissal of Tenured Employee with ‘Adl (Justice) at Golden Harvest Distribution

2026-06-07T11:34:18+08:00

This case presents a challenging employment relations dilemma faced by Ms. Aminah Abdul Rahim, the newly appointed Human Resource Director of Golden Harvest Distribution Company, a leading distributor of packaged consumer food products. Shortly after assuming her position, Aminah was required to review a highly controversial dismissal involving Mr. Nasser, a long-serving employee with almost twenty-eight years of service at the company’s Far East Regional Branch. The dismissal arose from an incident of tardiness on 11 July 2022. While management viewed the incident as the latest in a prolonged pattern of repeated lateness spanning four years, Nasser argued that the branch culture had historically tolerated flexibility in reporting times. He further claimed that dismissal was disproportionate given his long years of loyal service and alleged inconsistent enforcement of attendance rules among employees. Aminah faced a difficult challenge. Should organisational discipline and accountability prevail over considerations of loyalty and long service? Does repeated tardiness eventually erode the trust and confidence fundamental to the employment relationship? Or should management have adopted a more rehabilitative and compassionate approach before resorting to dismissal?

Agro Vista Food for Amanah (Trust) and Ihsan (Integrity) with the Tyres, the Ban, and the Assistant Manager

2026-06-19T05:25:45+08:00

This case examines a complex employee-relations dispute involving amanah (trust), ihsan (integrity), managerial discretion, and the interpretation of organisational directives at AgroVista Integrated Foods Company. The case centres on Ms. Tan, a long-serving Assistant Manager with more than thirty-three years of dedicated service, who approved the sale of used company tyres to Evergreen Auto Services, a vendor previously blacklisted due to integrity concerns. The controversy emerged during an internal review of by-product sales when management discovered that multiple transactions had occurred with the blacklisted workshop after the ban had been imposed. While senior management viewed the transactions as a violation of the blacklist directive and a breach of organisational trust, Ms. Tan maintained that the prohibition applied only to vehicle repair and maintenance services, not to the disposal of used materials. She argued that the transactions were transparent, beneficial to the company, and properly documented, with all proceeds credited to company accounts. The dispute raises important questions regarding the distinction between the letter and spirit of corporate policies, the boundaries of managerial discretion, and the role of organisational justice when dealing with long-serving employees. The case provides opportunities for students and practitioners to analyse ethical decision-making with Tawhidic epistemology, integrity management, disciplinary procedures, and the challenges of balancing compliance requirements with practical operational considerations in contemporary organisations.

Sustaining Excellence in a Competitive Hospitality Market

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This case study examines the strategic challenges and opportunities faced by Concorde Hotel Shah Alam, a four-star business hotel operating in Malaysia since 1997. The hotel has established a strong market position by serving corporate, government, and business travelers through its strategic location, comprehensive facilities, commitment to service quality, and recognized Halal certification. Despite its long-standing reputation and operational success, the hotel faces increasing competitive pressures arising from aging facilities, limited technological adoption, constrained marketing budgets, customer dissatisfaction related to Online Travel Agency (OTA) bookings, and a limited presence on emerging digital marketing platforms. The case explores the hotel's current marketing and service strategies, including employee training programs, relationship marketing initiatives, social media engagement, and influencer collaborations. It further highlights management's plans to enhance competitiveness through room renovations, technological upgrades, service quality improvements, and expanded digital marketing efforts. This case provides students with an opportunity to analyze service marketing, digital transformation, customer experience management, and strategic decision-making in the hospitality industry. It encourages discussion on how established hospitality organizations can sustain competitive advantage while adapting to evolving customer expectations and technological advancements in a dynamic market environment.

From the Classroom to the Marketplace

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Experiential learning has become an increasingly important pedagogical approach in higher education as universities seek to prepare students for professional practice through authentic learning experiences. At the International Islamic University Malaysia (IIUM), Entrepreneurship Week (EntrepWeek) has evolved into a comprehensive entrepreneurship development platform that integrates business creation, digital entrepreneurship, business pitching, and experiential learning activities designed to strengthen students' entrepreneurial competencies and employability. As digital marketing became increasingly important to the success of student businesses, students enrolled in the Digital Marketing course were appointed as administrators of EntrepWeek's official social media platforms through the We Are EntrepWeek Admins (WEA) Project. Acting as social media administrators, these students reviewed entrepreneurial content, coordinated revisions, developed promotional copywriting, scheduled posts through Facebook Meta Planner, and supported online promotional activities throughout the digital bazaar period. This case examined how the collaboration between entrepreneurship students and Digital Marketing students created a mutually beneficial learning ecosystem. Through structured social media promotion, participating entrepreneurs increased the visibility and credibility of their businesses among the IIUM community, thereby strengthening customer trust and creating opportunities for improved business performance. Simultaneously, Digital Marketing students gained hands-on experience in campaign management, stakeholder communication, content planning, and social media administration. The project also enabled students to build professional portfolios containing evidence of real digital marketing activities, while official certification provided formal recognition of their contributions. The case highlighted how interdisciplinary experiential learning initiatives can simultaneously support entrepreneurial development, student employability, and practical skill acquisition while bridging the gap between academic learning and professional practice.

Loyal Customers, Limited Reach

2026-06-02T14:07:18+08:00

This case study examines the marketing strategy and operational practices of Aurasy Travel & Tours Sdn. Bhd., a Malaysian home-grown travel agency with more than twenty years of industry experience. The business offers halal-compliant, senior-friendly, and fully inclusive travel packages, primarily targeting travelers aged 50 and above and corporate groups. Drawing on insights from interviews with the business owner, this study explores how the company leverages long-standing customer relationships, personalised service delivery, and strategic partnerships to remain competitive in a market increasingly shaped by digital booking platforms and shifting consumer behaviour. Key strategic initiatives, including global B2B partnerships, a Muslim-friendly value proposition, and a hybrid agent-based distribution model, are analysed alongside implementation tactics involving digital engagement and hands-on tour leadership. The findings highlight the firm’s strengths in customer loyalty, service consistency, and niche positioning, while also identifying challenges related to limited manpower, minimal digital automation, and intensifying competition from DIY travel trends. Recommendations are proposed to strengthen operational capacity, enhance digital presence, and future-proof the business for future generations. This case provides practical insights for small travel agencies navigating an evolving tourism landscape.