Abstract
This article critically reviews the integration of Islamic principles into project management, emphasizing the substantial improvement in ethical conduct, social responsibility, and procedural integrity. By incorporating Islamic values like honesty, integrity, justice, and accountability, project management practices are enriched, leading to enhanced transparency, increased stakeholder trust, and fair treatment, culminating in successful project outcomes. The discussion extends to social responsibility, emphasizing community engagement and environmental sustainability in line with Islamic principles of stewardship and compassion. Additionally, the article explores procedural adaptations such as participatory decision-making and flexibility in project execution, demonstrating their positive impact on project efficacy. Overall, the paper advocates for ongoing integration of Islamic values into project management to foster ethical, effective, and socially responsible practices, establishing a comprehensive framework for ethical project execution. Introduction Project management has evolved into a critical domain for achieving organizational objectives across diverse sectors, encompassing fields as varied as construction, information technology, and healthcare. The structured methodologies and tools offered are instrumental in ensuring the efficient utilization of resources and the timely completion of projects. However, mainstream project management paradigms overlook the integration of ethical and moral considerations indispensable to holistic and sustainable project execution. Incorporating Islamic principles into project management is an area of interest, offering a comprehensive framework that enhances ethical conduct, social responsibility, and procedural integrity. This
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CITATION STYLE
Zahri, Mohd. ‘Adli, Samsurijan, M. S., & Muhd Adnan, N. I. (2024). Project Management from An Islamic Perspective: An Analytical Review. International Journal of Academic Research in Business and Social Sciences, 14(6). https://doi.org/10.6007/ijarbss/v14-i6/21503
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