Vol. 16 No. 2 (2025): Upholding Tawhidic Epistemology and Advancing Ummatic Excellence through Case-Based Scholarship.

Upholding Tawhidic Epistemology and Advancing Ummatic Excellence through Case-Based Scholarship.

This volume of the IIUM Journal of Case Studies in Management (Vol. 16, No. 2, August 2025) continues our commitment to knowledge dissemination grounded in Tawhidic epistemology, ethical stewardship, and the pursuit of ummatic excellence. Each case featured in this issue not only offers practical insights into contemporary business and management challenges but also reflects the integration of mas’uliyyah (divine accountability), am?nah (trust), rahmah (compassion), and ‘adl (justice) in managerial decision-making and organizational conduct.

The opening case, “Management Lessons from the Battle of Uhud”, invites us to revisit the prophetic leadership of Rasulullah ? as a blueprint for strategic planning, contingency thinking, and the ethics of consultation (shura). It aligns deeply with the principles of tarbiyyah (education) and hikm?h (wisdom), showing how history informs contemporary leadership with humility and resolve.

Cases such as “Coldplay’s Sustainability Revolution” and “Qanaah Enterprise” extend our understanding of environmental stewardship (khilafah) by exploring sustainable business models in both global and local contexts. These contributions echo the Quranic principle of “la tufsidu fil-ard” (do not spread corruption on Earth), challenging readers to rethink business success beyond profit toward responsibility to creation (rahmatan lil-‘alamin).

The volume also showcases grassroots-driven Islamic entrepreneurship through “HeeJau Urban Farmer Enterprise” and “Ilhamtaufiq Group”, highlighting how faith, digital tools, and resilience transform lives and communities. These cases demonstrate the application of Islamic values such as niyyah (intention), ihs?n (compassionate), ta’awun (mutual cooperation), and tawakkul (reliance), proving that socio-economic empowerment is most impactful when rooted in spiritual consciousness and collective well-being.

The case “The Spirit of Aid” and “The Bonus That Wasn’t Out” encourage critical engagement with industrial relations through the lenses of ‘adl (justice), shura (consultation), and maslahah (public interest), while also introducing MADANI values in managing stakeholder expectations post-pandemic. Meanwhile, “X-Factory Ethical Dilemma” and “TikTok’s Global Takeover” address ethical challenges in technological disruption and global expansion, urging reflection on moral leadership and value-based innovation.

Finally, “Alam Flora Environmental Solutions” and “Al Dobowi Group” bring to light how strategic marketing, ESG integration, and digital transformation can drive sustainable growth in competitive sectors, reinforcing the Islamic imperative of balance (wasatiyyah) between economic ambition and ethical responsibility.

In conclusion, this issue embodies the spirit of Tawhidic integration, where ‘ilm (knowledge) serves to nurture maslahah (public good), and where the objective of management is to enable holistic development (al-falah) of individuals, institutions, and society. We extend our sincere appreciation to all authors, reviewers, and editorial team members for their dedication to making this volume not only intellectually robust, but spiritually meaningful.