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All Journal Multidiciplinary Output Research for Actual and International Issue (Morfai Journal) EKSYA: Jurnal Ekonomi Syariah
Muhammad Ramadhan
Universitas Islam Negeri Sumatera Utara
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ANALISIS STRATEGI IMPLEMENTASI CORPORATE CULTURE BANK SUMUT CABANG SYARIAH SIBOLGA PADA MASA PANDEMI COVID-19 DALAM PERSPEKTIF ISLAM Ummi Kalsum; Muhammad Ramadhan; Nurul Jannah
EKSYA : Jurnal Ekonomi Syariah Vol. 2 No. 2 (2021): JURNAL EKSYA: JURNAL EKONOMI SYARIAH
Publisher : Program Studi Ekonomi Syariah Sekolah Tinggi Agama Islam Negeri Mandailing Natal

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (335.165 KB)

Abstract

In general, Corporate Culture is an opportunity to expand or form human resources with changes in attitudes and behavior such as beliefs, values, and norms that characterize the company which is followed by company members and is expected to align themselves with emerging and future obstacles. At Bank Sumut, the Sibolga Syariah Branch, there is a corporate culture with the BEST corporate values, vision, mission, and company motto based on an Islamic perspective. However, during this COVID-19 pandemic, there are several company values ​​that are less effective in their implementation as usual, namely Energetic, Friendly, High Integrity, and Safe. This study aims to identify the principles of corporate culture, corporate culture in an Islamic perspective, and strategies for implementing corporate culture during the COVID-19 pandemic at Bank Sumut Syariah Branch Sibolga. In this study, the researcher used a descriptive qualitative study technique. Data collection methods are using observation, interviews, and documentation. The results of the study conclude that the principle of corporate culture at Bank Sumut Syariah Branch Sibolga Sibolga is the first company values ​​which are abbreviated as BEST, vision, mission, and company motto. Second, the corporate culture at Bank Sumut Syariah Branch Sibolga is based on an Islamic perspective. Third, to overcome problems with several company values ​​that experienced obstacles during the covid-19 pandemic, the company made a design for the application of Bank Sumut Syariah Sibolga corporate culture during the covid-19 pandemic
TRANSFORMING HALAL BUSINESS MANAGEMENT THROUGH DIGITAL INNOVATION AND SPIRITUAL ENTREPRENEURSHIP Muhammad Umar Maya Putra; Zuhrinal M Nawawi; Muhammad Ramadhan
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 5 No. 5 (2025): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v5i5.4291

Abstract

Halal business management (HBM) today transcends the boundaries of mere Shariah compliance, evolving into an ethical, innovative, and sustainability-driven framework. This study explores the transformation of HBM through the integration of digital technologies such as block chain, big data, and sustainable finance—that enhance traceability, accountability, and consumer protection. Employing a descriptive qualitative approach, the research synthesizes theoretical and empirical insights to demonstrate how technological advancement harmonizes with Islamic ethical principles of justice (‘adl), trustworthiness (amanah), and excellence (iḥsān). Moreover, Islamic leadership and Islamic Spiritual Entrepreneurship (ISE) emerge as pivotal in embedding spiritual values, including barakah (divine blessing) and maṣlaḥah (social benefit), into business governance. Findings indicate that the synergy between HBM and ISE produces a holistic model of ethical innovation, ensuring that economic growth aligns with spiritual consciousness and social justice. Ultimately, the study affirms that integrating Shariah ethics, digital innovation, and spiritual entrepreneurship is key to constructing a just, sustainable, and globally competitive halal economic civilization
Co-Authors Dewi safitri Jannah, Nurul Muhammad Umar Maya Putra Nuri Aslami Ummi Kalsum Zuhrinal M. Nawawi