The theory of maqasid al-Shari'ah theorizes interrelationships among the five universal maqasid (namely hifzu d?n, hifzu nafs, hifzu nasl, hifzul msl and hifzul 'aql). According to the theory of maqasid al-Shari'ah propounded by Al-Iman Ghazali and Al-Imam Shatibi which was later further extended into contemporary socio-economic context by Chapra (2009), there are interrelationships among the maqasid. Statistical modelling of these relationships to understand the strengths and directions of the relationships will provide new knowledge and will strengthen the theory of maqasid al-Shari'ah with empirical scientific evidence. As of recent times, the discussions on these interrelationships are purely normative in nature. Theory testing based on statistical methods are very limited. Therefore, this paper concentrates on testing the theorized relationships in the theory of maqasid al-Shari'ah using Confirmatory Factor Analysis (CFA) and Structural Equation Modelling (SEM). A sample of 325 Muslim respondents is involved in collecting data using a pre-designed questionnaire using the Chapra (2009) framework. The paper proposes a Structural Equation Model of maqasid al-Shari'ah theory will provide useful insights in making socio-economic policies and measuring the performance of those socio-economic policies.

Zakat, as one of the five pillars of Islam, has long served as a divine instrument of social justice, wealth redistribution, and poverty alleviation (Kahf, 1999). This 2.5 per cent obligatory contribution has sustained the poor, empowered communities, and served as a social safety net, deeply rooted in faith and accountability to God. While technology is drastically improving efficiency in today�s rapidly evolving digital world, zakat management systems in many Muslim countries still remain tied to manual, paper-based, or semi-digital processes. Although Muslim-majority nations such as Malaysia�s Pusat Pungutan Zakat (PPZ), Indonesia�s Badan Amil Zakat Nasional (BAZNAS), and the Gulf states� zakat funds have established formal authorities, significant challenges persist (Abdullah & Suhaimi, 2018). Issues such as identification of the poor and the needy, delays in disbursement, inefficient matching of resources to needs, lack of transparency, and limited donor engagement weaken the full potential of this vital pillar of Islam. Today, humanity is entering an age where Artificial Intelligence (AI) and Machine Learning (ML) are transforming the way we manage information, predict human needs, and allocate resources (Russell & Norvig, 2021). AI already drives personalised healthcare, optimises global supply chains, and strengthens humanitarian logistics. If applied thoughtfully, it could leverage these technological advancements to enhance the social, economic, and sustainability impact of zakat.

This paper conducts a strategic business analysis of IHH Healthcare Berhad, a global leader in the private healthcare sector, by integrating qualitative and quantitative tools. This case study examines the strategic position of IHH using a combination of qualitative and quantitative analysis based on secondary data sources, including IHH's official annual reports, audited financial statements, industry reports, news articles, Bursa Malaysia Stock Exchange, and various financial websites. The findings suggest that IHH's strong financial standing, diversified services, strategic acquisitions, and digital innovations are internal strengths, complemented by favourable macroeconomic and net positive landscapes as external strengths that position it well for sustained growth. The paper identifies regulatory constraints, medical talent shortages, and liquidity risks as ongoing challenges. IHH's earnings peaked at RM20,660 million in 2023, generated significantly by earnings from Turkiye and Singapore. IHH shows an upward trajectory through revenue diversification, with improvements in profitability, rising EBITDA, sound debt management, and operational efficiency. IHH's liquidity ratios are potential areas for improvement, but overall, they also point towards its healthy cash reserves. IHH is likely to continue to dominate the healthcare market share and earn solid returns. Four strategic options are proposed-expanding medical tourism and retirement services, vertical integration of supply chains, enhanced public-private partnerships, and investment in AI capabilities. Based on a QSPM model, medical tourism emerges as the most attractive strategy. This case offers valuable insights for business leaders, policymakers, and investors in healthcare strategy and transformation.