Developing Principles of Maqashid Sharia for Sustainability Engagement in Digital Business

Dwi Putri Restuti

Abstract


The history of corporate technological advancement has been marred by failed attempts that solely focus on technology without considering broader strategic decision-making areas. From the perspective of the digital era, digital transformation emphasizes fundamental changes in the world due to the pervasive nature and proliferation of digital technology. As digital transformation becomes one of the most talked-about topics in the business world today, many companies struggle to understand new digital technologies. Therefore, efforts are needed to develop digital businesses through the analysis of Sharia Maqashid principles. This is necessary to support the sustainability of digital businesses for the future. Using a qualitative method, this article examines the conceptual aspects of digital business and Sharia Maqashid principles. Thus, it is found that the objectives of Sharia Maqashid can be fulfilled if the marketing methods and digital business products sold do not influence or disrupt the faith of others. The entire process of digital business activities is based on the legality of halal and haram. Digital business products sold must also ensure the preservation and protection of the environment.


Mengembangkan Prinsip Maqashid Syariah untuk Keterlibatan Keberlanjutan dalam Bisnis Digital.Sejarah kemajuan teknologi perusahaan telah diganggu oleh upaya gagal yang hanya berfokus pada teknologi tanpa mempertimbangkan bidang pengambilan keputusan strategis yang lebih luas. Dari perspektif era digital, transformasi digital menekankan perubahan mendasar di dunia karena sifat meresap dan proliferasi teknologi digital. Karena transformasi digital menjadi salah satu topik yang paling banyak dibicarakan dalam dunia bisnis saat ini, banyak perusahaan yang mengalami kesulitan dalam memahami teknologi digital baru. Oleh karena itu, diperlukan upaya pengembangan bisnis digital melalui analisis dari prinsip maqashid syariah. Hal ini diperlukan dalam rangka mendukung keberlanjutan bisnis digital untuk masa depan. Menggunakan metode kualitatif, artikel mengkaji konseptual dari aspek bisnis digital dan prinsip maqashid syariah. Sehingga diperoleh hasil bahwa tujuan maqashid syariah bisa terpenuhi jika cara memasarkan dan produk bisnis digital yang dijual tidak mempengaruhi dan menganggu iman orang lain. Seluruh proses aktivitas bisnis digital di dalamnya dilandasi legalitas halal-haram. Produk bisnis yang dijual secara digital juga harus dipastikan menjaga dan melindungi lingkungan.


Keywords


Digital Business; Sustainability; Sharia Maqashid.

Full Text:

PDF

References


‘Auda, J. (2013). Al-Maqashid untuk Pemula , Yogyakarta. Suka Press.

Afuah, A., & Tucci, C. (2001). Internet Business Models and Strategies. McGraw-Hill.

Al-Debei, M. M., El-Haddadeh, R., & Avison, D. (2008). Defining the Business Model in the New World of Digital Business. Proceedings of the Fourteenth Americas Conference on Information Systems, 1–11.

Alt, R., & Zimmermann, H. (2001). Introduction to special section business models. Electronic Markets, 11, 3–9.

Anderson, J., & Lanzolla, G. (2010). The Digital Revolution is Over: Long Live the Digital Revolution! Business Strategy Review, 21(1), 74–77.

Aragon-Correa, J. A., & Sharma, S. (2001). A contingent resource-based view of proactive corporate environmental strategy. 28(1), 71–88.

Atkinson, R. (2005). Prospering in an era of economic transformation. Economic Development Journal, 33–38.

Available: World Economic Forum. (2019). World Economic Forum. https://www.weforum.org/platforms/shaping-the-future-of-digital-economy-and-newvalue-creation

Bansal, P., & Roth, K. (2000). Why companies go green: a model of ecological responsiveness. Academy of Management Journal, 43(4), 717–736.

Bellucci, M., Bini, L., & Giunta, F. (2020). Implementing environmental sustainability engagement into business: sustainability management, innovation, and sustainable business models. In Innovation Strategies in Environmental Science. Elsevier Inc. https://doi.org/10.1016/B978-0-12-817382-4.00004-6

Bleicher, J., & Stanley, H. (2016). Digitization as a catalyst for business model innovation a three-step approach to facilitating economic success. Journal of Business Management, 12.

Bocken, N. M. P., Short, S. W., Rana, P., & Evans, S. (2014). A literature and practice review to develop sustainable business model archetypes. Journal of Cleaner Production, 45, 42–56. https://doi.org/https://doi.org/10. 1016/j.jclepro.2013.11.039

Boons, F., Montalvo, C., Quist, J., & Wagner, M. (2013). Sustainable innovation, business models and economic performance: An overview. Journal of Cleaner Production, 45, 1–8. https://doi.org/https://doi.org/10. 1016/j.jclepro.2012.08.013

Bounfour, A. (2016). Digital Futures, Digital Transformation.

Cainelli, G., De Marchi, V., & Grandinetti, R. (2015). Does the development of environmental innovation require different resources? Evidence from Spanish manufacturing firms. Journal of Cleaner Production, 94, 211–220.

Campbell, J. L. (2007). Why would corporations behave in socially responsible ways? An institutional theory of corporate social responsibility. Academy of Management Review, 32(2), 946–967.

Centobelli, P., Cerchione, R., Chiaroni, D., Del Vecchio, P., Urbinati, & A. (2020). Designing business models in circular economy: A systematic literature review and research agenda. Business Strategy and the Environment, 29(4), 1734–1749. https://doi.org/https://doi.org/10.1002/bse. 2466.

Costa-Campi, M. T., Garcia-Quevedo, J., & Segarra, A. (2015). Energy efficiency determinants: an empirical analysis of Spanish innovative firms. Energy Policy, 83(8), 229–239.

Cuerva, M. C., Triguero-Cano, A., & Corcoles, D. (2014). Drivers of green and non-green innovation: empirical evidence in Low-Tech SMEs. Journal of Cleaner Production, 68, 104–113.

Daimler, P. P. (2017). Will digital boost circular ? Evaluating the impact of the digital transformation on the shift towards a circular economy. International Journal of Management Cases.

Davenport, T. H. (1993). Process Innovation: Reengineering Work through Information Technology. Harvard Business School Press.

Fitzgerald, M. (2013). Embracing Digital Technology: A New Strategic Imperative. MIT Sloan Management Review, 1–12.

Ghobakhloo, M. (2020). Industry 4.0, digitization, and opportunities for sustainability. Journal of Cleaner Production, 252, 119869. https://doi.org/https:// doi.org/10.1016/j.jclepro.2019.119869.

Gordijn, J., & Akkermanns, J. M. (2001). Designing and evaluating eBusiness models. IEEE Intelligent Systems, 16(4), 11–17.

Gordijn, J., Osterwalder, A., & Pigneur, Y. (2005). Comparing two business model ontologies for designing e-Business models and value constellations. Proceedings of the 18th EConference of EIntegration in Action.

Gustanto, E. S. (2022). Digital Marketing dalam Perspektif Hukum Islam: Pendekatan Maqashid Shariah Index. Tamaddun Journal of Islamic Studies, 1(1), 70–79.

Haaker, T., Faber, E., & Bouwman, H. (2006). Balancing customer and network value in business models for mobile services. International Journal of Mobile Communication, 4(6).

Hanelt, A., Piccinini, E., Gregory, R. W., Hildebrandt, B., & Kolbe, L. M. (2015). Digital Transformation of Primarily Physical Industries-Exploring the Impact of Digital Trends on Business Models of Automobile Manufacturers. In Wirtschaftsinformatik, 1313–1327.

Hedman, J., & Kalling, T. (2003). The Business Model Concept: Theoretical underpinnings and empirical illustrations. European Journal of Information Systems, 12(1), 49–59.

Hess, T. (2016). Options for Formulating a Digital Transformation Strategy. MIS Quarterly Executive, 15(2), 123–139.

Horbach, J. (2008). Determinants of environmental innovation e new evidence from German panel data sources. Research Policy, 37, 163–173.

Ismail, M. H., Khater, M., & Zaki, M. (2017). Digital Business Transformation and Strategy : What Do We Know So Far? Cambridge Service Alliance, 1–35.

Jabłoński, M., Timmers, P., & Sarkis, J. (2020). Sustainability in business models in the network economy. Electronic Markets. https://doi.org/https://doi.org/10.1007/s12525-020-00444-1

Jakobsen, S., & Clausen, T. H. (2016). Innovation for a greener future: the direct and indirect effects of firms’ environmental objectives on the innovation process. Journal of Cleaner Production, 128, 131–141.

Kallio, J., Tinnila, M., & Tseng, A. (2006). An international comparison of operator-driven business models. Business Process Management Journal, 12(3), 281–298.

Kane, G. C. (2015). Strategy, Not Technology, Drives Digital Transformation. MIT Sloan Management Review, 1–25.

Kaufman, I., & Horton, C. (2015). Digital Transformation: Leveraging Digital Technology with Core Values to Achieve Sustainable Business Goals. The European Financial Review, 63–67.

Kinitzki, M., Hertweck, D., Kühfuß, P., & Kinitzki, V. (2018). How SMEs can use games to assess the innovation potential of new technologies.

Kulatilaka, N., & Venkatraman, N. (2001). Real options in the digital economy. Ebusiness, 26–31.

Lannelongue, G., Gonzalez-Benito, O., & Gonzalez-Benito, J. (2014). Environmental motivations: the pathway to complete environmental management. Journal of Business Ethics, 124(1), 135–147.

Lopez-Rodriguez, S. (2009). Environmental engagement, organizational capability and firm performance. Corporate Governance International Journal of Business in Society, 9(4), 400–408.

Lüdeke-Freund, F. (2010). Towards a conceptual framework of ’Business models for Sustainability. 14th European Roundtable on Sustainable Consumption And Production (ERSCP) & 6th Environmental Management for Sustainable Universities (EMSU).

Matt, C., Hess, T., & Benlian, A. (2014). Digital Transformation Strategies. Business & Information Systems Engineering, 57(5), 339–343.

Mazzanti, M., & Zoboli, R. (2009). Embedding environmental innovation in local production systems: SME strategies, networking and industrial relations: evidence on innovation drivers in industrial districts. International Review of Applied Economics, 23(2), 169–195.

Moyano-Fuentes, J., Maqueira-Marı ´n, J. M., & Bruque-Camara, S. (2018). Process innovation and environmental sustainability engagement: an application on technological firms. Journal of Cleaner Production, 171, 844–856.

Munawwir, A. W. (1997). Kamus Al-Munawwir. Pustaka Progresif.

Muthuraman, S. (2020). Digital Business Models for Sustainability. Gedrag & Organisate Review, 33(2), 1095–1102.

Nurizal. (2021). Maqashid Syariah dalam Ekonomi Islam. TAZKIA Publishing.

Pateli, A. G., & Giaglis, G. M. (2003). A framework for understanding and analyzing ebusiness models. Proceedings of 16th Bled ECommerce Conference on ETransformation, 329–348.

Porter, M. E. (1991). Towards a Dynamic Theory of Strategy. Strategic Management Journal, 12, 95–117.

Porter, M. E. (2001). Strategy and the Internet. Harvard Business Review, 63–78.

Porter, M. E., & Kramer, M. R. (2006). Strategi and Society: The Link between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review, 84(12), 78–92.

Prem, E. (2015). A digital transformation business model for innovation. He International Society for Professional Innovation Management (ISPIM).

Rothenberg, S., & Zyglidopoulos, S. C. (2007). Determinants of environmental innova- tion adoption in the printing industry: the importance of task environment. Business Strategy and the Environment, 16(1), 39–49.

Schallmo, D. R. (2016). Jetzt Digital Transformieren: So Gelingt die Erfolgreiche Digitale Transformation Ihres Gescha€ftsmodells. Springer-Verlag.

Schaltegger, S., Lüdeke-Freund, F., & Hansen, E. G. (2016). Business models for sustainability a co-evolutionary analysis of sustainable entrepreneurship, innovation, and transformation. Organization & Environment, 29(3), 264–289. https://doi.org/10.1177/%0A1086026616633272

Schumpeter, J. A. (2010). Capitalism, Socialism and Democracy. Routledge.

Schwab, K. (2016). The Fourth Industrial Revolution. World Economic Forum.

Schwartz, E. I. (2001). Digital Darwinism: 7 Breakthrough Business Strategies for Surviving in the Cutthroat Web Economy. Broadway.

Siegel, D. (2009). Green management matters only if it yields more green: an economic/strategic perspective. The Academy of Management Executive, 26(8), 5–15.

Singh, A., & Hess, T. (2017). How Chief Digital Officers Promote the Digital Transformation of their Companies. MIS Quarterly Executive, 31–44.

Syah, I. M. (1992). Filsafat Hukum Islam. Bumi Aksara.

Von Leipzig, T. (2017). Initialising customer-orientated digital transformation in enterprises. Procedia Manufacturing, 8, 517–524.

Westerman, G., Bonnet, D., & Mcafee, A. (2014). The Nine Elements of Digital Transformation. MIT Sloan Management Review, 1–6.

Yoo, Y., Henfridsson, O., & Lyytinen, K. (2010). The New Organizing Logic of Digital Innovation: An Agenda for Information Systems Research. Research Commentary.


Refbacks

  • There are currently no refbacks.


Copyright (c) 2024 Proceeding of Postgraduate International Conference on Islamic Studies

Creative Commons License
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

 

Proceedings of the Postgraduate International Conference on Islamic Studies (PICIS)
Published by Postgraduate Program of State Islamic Institute of Kudus, Indonesia
Street Conge Ngembalrejo Bae Kudus Po Box. 51
Phone: +62291-432677
Website: https://pascasarjana.iainkudus.ac.id/
Email: pascasarjana@iainkudus.ac.id

E-ISSN : xxxx-xxxx

Creative Commons License
Proceeding of Postgraduate International Conference on Islamic Studies (PICIS) is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.