Organisational culture: features and framework from Islamic perspective

Purpose The purpose of this paper is to develop the features as well as model of organisational culture from Islamic point of view. Design/methodology/approach The study is descriptive, in so far as its goal is to describe a method, and the nature of the paper is conceptual. The study draws on secondary materials through library research. Findings In this paper both the features as well as model of organisational culture are developed from Islamic perspective. The salient features are trust on Allah, missionary zeal, justice, accountability, mutual respects, mutual trust, absolute sincerity, hard working, cooperation, excellence, brotherly treatment, honesty and truthfulness, morality, consultative decision making, knowledge, good behaviour, sacrifice, neat and cleanliness. Research limitations/implications The paper has some implications for Islamic managers and employees who have to deal with ethical dilemmas between traditional and Islamic organisational culture in Muslim countries representing one fourth of the world population. It is also hoped that the study will reinforce managers' Islamic behaviour and make them more aware of the code of conduct based on Quran and Sunna in a modern organisational set up. Practical implications The findings of this research can be used as a guide to Islamic organisational culture in Muslim countries. The study could have practical implications falling within the purview of social sciences such as political science, management and organizational studies, education, international law, and human resource management. Originality/value While many studies, partially, have focused on traditional organisational culture sparing the demand of Muslim world, in this paper, the authors open a new avenue contributing to the literature on organisational culture from Islamic perspective. The proposed model will be of genuine interest and benefits to Islamic as well as non‐Islamic managers, employees, and academicians.