IIUM Journal of Case Studies in Management

Full Article Vol 17 No 1 January 2026

Suhaimi Mhd Sarif — 2026-01-23

This issue of the IIUM Journal of Case Studies in Management (Vol. 17, No. 1, January 2026) brings together eight (8) powerful teaching case studies that collectively illuminate how organisations, communities, and individuals navigate uncertainty, responsibility, and transformation in an increasingly volatile world. Although the contexts range from national political instability to neighbourhood micro-enterprises, logistics firms, hospitality services, and home-based food businesses, a unifying thread runs through all manuscripts: resilience is no longer purely economic—it is strategic, social, ethical, and deeply human.

Muhibbah Frozen Unified Tawhidic Balancing Growth, Workforce Care, and Product Integrity

Fikri Wahid — 2026-01-23

This case examines Muhibbah Frozen, a Malaysian small food manufacturing enterprise navigating growth decisions under capacity, financial, and ethical constraints. Faced with competing purchase orders, the founder, Ismail Muhibbah, must balance expansion opportunities against workforce well-being, product integrity, and long-standing community trust. Drawing on lived entrepreneurial experience, industry advice, government training, and Tawhidic epistemology, the case highlights how strategic decisions are moral acts shaped by intention, stewardship, and accountability. The case invites discussion on selective growth, stakeholder balance, and how faith-informed reasoning can guide sustainable enterprise development toward ummatic excellence rather than rapid scale alone.

Dismissal of Hakim from Al-Ikhlas Development Foundation

Rohaziah Yahya — 2026-01-23

This teaching case examines the ethical downfall and industrial relations implications surrounding Mr. Hakim Rahman, a senior officer at Al-Ikhlas Development Foundation (AIDF), a semi-governmental organisation dedicated to community empowerment. Rising from poverty through perseverance and education, Hakim became a symbol of integrity and social commitment. However, allegations of abuse of power, financial irregularities, and sexual harassment led to a Domestic Inquiry (DI), termination, and subsequent litigation at the Industrial Court of Malaysia. The case explores critical issues of managerial power, workplace misconduct, natural justice, procedural fairness, and accountability. It highlights how personal character erosion, unchecked authority, and ethical lapses can undermine organisational trust and legitimacy. Through the lens of industrial relations and ethics, the case invites students to evaluate due process, evidentiary standards, and leadership responsibility in safeguarding dignity and justice in the workplace.

Editorial From Crisis to Conscience

Suhaimi Mhd Sarif — 2026-01-23

This issue of the IIUM Journal of Case Studies in Management (Vol. 17, No. 1, January 2026) brings together a powerful collection of teaching case studies that collectively illuminate how organisations, communities, and individuals navigate uncertainty, responsibility, and transformation in an increasingly volatile world. Although the contexts range from national political instability to neighbourhood micro-enterprises, logistics firms, hospitality services, and home-based food businesses, a unifying thread runs through all manuscripts: resilience is no longer purely economic—it is strategic, social, ethical, and deeply human.

Masuliyyah Perniagaan Sejuk Beku with Faith, Resilience and Responsibility

Fikri Wahid — 2026-01-23

Perniagaan Sejuk Beku Keluarga illustrates how an ordinary Malaysian home-based frozen food enterprise evolves into a model of sustainable micro-entrepreneurship amidst rising national expectations for responsible production. The case follows Maryam and Hussin, a couple whose rural upbringing, factory experience, and Islamic values gradually shape their transition toward Sustainable Production and Consumption (SPC) practices, Extended Producer Responsibility (EPR), and participation in the emerging circular economy. Initially driven by financial necessity after factory relocation, their journey expands into a deeper recognition of resource stewardship, waste minimisation, packaging accountability, and community-based recycling. Through guidance from government officers, former supervisors, respected religious teachers, neighbours, and local SPC champions, the couple progressively integrates systematic tracking, cleaner production, and eco-conscious branding into their operations. Their struggles—including rising costs, unexpected crises such as a freezer explosion, and gaps in documentation—become catalysts for organisational discipline and behavioural change. Supported by family, community members, and their children’s higher education, the business increasingly reflects national sustainability goals while remaining grounded in Qur’anic ethics of amanah (trust), shukr (grateful), ihsan (integritiy excellence), and avoidance of waste (la tusrifu). This case demonstrates how micro-businesses, even with limited resources, can meaningfully contribute to Malaysia’s transition toward a circular, responsible, and ethically driven economy.

Community’s Pride of Belanja Sedap Mart

Rohaziah Yahya — 2026-01-23

This case explores the entrepreneurial journey of Jamil, a former army staff sergeant, who transforms a modest neighbourhood minimarket into a community anchor that supports local food security. Jamil leverages his military values of discipline, perseverance, and service to overcome financial hardship, narrow margins, and evolving retail competition by diversifying into side businesses and adapting to changing consumer trends. His story highlights leadership through humility, innovation in micro-business operations, and profound community engagement. The case offers rich insights for understanding veteran entrepreneurship, small businesses' resilience, and the social role of neighbourhood stores in sustaining community well-being.

Keywords: Community-based entrepreneurship; retail resilience; small business.

BEYOND THE BOWL: CIK YAH’S BUSINESS EVOLUTION AND TRAININGS’ IMPACT

Fatin Husna Suib — 2026-01-23

This case study explores the entrepreneurial journey of Cik Yah, the founder of Khairiyah Corner, a local food business in Perlis, Malaysia. It highlights her transition from an informal food vendor to a structured business owner through participation in various entrepreneurship training programs. These include MyJANA, MARA initiatives, digital tools workshops, and hygiene certification training provided by the Ministry of Health. The study examines how these trainings enhanced her skills in business planning, financial management, digital marketing, and operational capacity. It also identifies key challenges she encountered, such as limited restaurant space, staffing constraints, manual bookkeeping, and difficulties in managing online orders. The case further explores how targeted training interventions contributed to her decision-making, confidence, and ability to scale her business. The findings emphasize the importance of continuous learning, coordinated support from multiple institutions, and digital literacy in empowering rural women entrepreneurs. Cik Yah’s experience offers valuable insights for policymakers and training providers working to strengthen grassroots businesses through inclusive and adaptive learning strategies.

Strategic Harmony in Hospitality: The Case of Multazam Syariah Hotel, Surakarta

NUR ARFIFAH ABDUL SABIAN — 2026-01-23

Abstract
This case study examines the strategic trajectory of Multazam Syariah Hotel, a three-star Shariah-compliant establishment in Surakarta, Indonesia. Situated strategically near educational and religious institutions, the hotel was developed by the Tiga Serangkai Group to meet the increasing demand for ethical, family-orientated accommodation. Under the leadership of Haji Agung Riyanto, appointed General Manager in 2019, the hotel integrates Qur’anic values with professional hospitality management through distinctive leadership practices, rigorous human resource screening, and continuous religious education. The hotel’s Shariah certification from the Majelis Ulama Indonesia (MUI) and its adaptive strategies during the COVID-19 pandemic highlight its operational resilience and legitimacy within the halal tourism market. This case critically analyses the hotel's strategic establishment, leadership direction, human capital philosophy, and cultural cohesion, emphasising its faith-based differentiation as a source of sustainable competitive advantage. It also examines the strategic challenges and opportunities that the halal tourism industry faces as it grows

LEADING WITH INSECURITY: THE LACK OF EFFECTIVE ECONOMIC STRATEGY IN BANGLADESH

Dr. Sunil Kumar — 2026-01-23

Confronting uncertainty in Bangladesh requires implementing a comprehensive strategic management model, particularly in response to political and economic turbulence. This paper examines how Bangladeshi organisations can formulate resilient strategies to succeed in unpredictable environments. The study underscores the effects of political instability, including policy volatility and governance challenges, alongside economic issues such as inflation and supply chain disruptions. The paper evaluates case studies across multiple sectors and delineates effective strategic management methodologies that facilitate organisational adaptation to uncertainty. It emphasises the need for proactive leadership, which empowers organisations to take control of their future, stakeholder involvement, and ongoing environmental assessment. These are crucial for developing strategies that promote long-term viability and competitive edge in an uncertain landscape. The findings, which are of significant importance for managers and policymakers, highlight these essential elements, providing them with valuable insights and strategies to navigate the turbulent business landscape in Bangladesh, thereby empowering them to make informed decisions. This teaching case study is suitable for graduate students, business leaders, policymakers, and strategic management professionals who seek to understand and navigate the complexities of political and economic instability in Bangladesh, fostering resilient strategies in uncertain environments.

Keywords: Strategic Management, Economic& Strategy, Political economy, Social Inequalities and Bangladesh

Driving Sustainability: Environmental, Social, and Governance (ESG) Practices at HHG

Lee Peng Ng — 2026-01-23

This case examines the Environmental, Social, and Governance (ESG) practices of Hong Heng Group (HHG), a leading logistics company in Ipoh, Perak, Malaysia. Under the leadership of Shanee Heng, HHG has integrated ESG principles into its long-term strategy, aligning with national sustainability goals and meeting stakeholder expectations. Adopting a phased approach, HHG has addressed resource constraints by investing in Euro 5 engine trucks to lower emissions and introducing a route optimisation system to improve fuel efficiency. Although electric truck adoption remains limited due to infrastructure and cost barriers, the company continues to explore sustainable alternatives. HHG’s ESG initiatives extend beyond environmental measures. The Boss-Driver Program empowers committed drivers to become truck owners, while a “yin-yang” staffing strategy places female administrative staff in key roles to improve interactions with male drivers. Governance and safety practices include GPS tracking, defensive driver training, and progress toward ISO 9001 certification. Through these initiatives, HHG demonstrates how a mid-sized logistics company can strategically integrate ESG to enhance efficiency, strengthen relationships, and position itself as a responsible industry leader in sustainable logistics.