The Governance of Conflict

Volume 4, Issue 1, June 2018


 

 

ASCENDENCY OF CHINA AND MANAGING POSSIBILITY OF CONFLICTS WITH MUSLIM NATIONS

Abdul Halim Abdul Karim

This paper is a preliminary discussion on the ascendancy of China, focusing on managing and avoiding conflicts with Muslim countries. In 2013, Chinese President Xi Jinping announced an ambitious foreign policy and economic initiative; calling for the construction of a new Silk Road Economic Belt over land and sea, known as One Belt, One Road (OBOR).

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WISE AGENTS & ORGANISATIONAL MORAL LEARNING

Iznan Tarip

The processes of strategic change, undertaken from time to time by organisations so as to maintain its functional relevance and effectiveness, are often conflict-ridden. This is in large part due to the nature of the human agency. Humans bring not only rationality into the decision-making processes, but also their inherent dispositions: intuitions, biases, emotions, and so on.

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OF SILK AND STEEL: A CASE-STUDY ON ISLAMIC CONFLICT RESOLUTION STRATEGIES IN ACEH DAR AL-SALAM IN THE 17TH CENTURY

Sher Banu Khan

Sultanah Safiatuddin Syah (r. 1641–75) ruled Aceh for 34 years, even longer than her father, the renowned Sultan Iskandar Muda (r. 1607–36) who ushered in what was deemed as the “golden age” in Acehnese history. In the seventeenth century, Aceh’s influence expanded and reached as far south as Padang in Sumatra and Johor on the Malay Peninsula.

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SHURA: FROM PRINCIPLE TO PRACTICE

Mahani Hamdan

Organisational tensions are often inevitable, sometimes complex, and certainly challenging. The emergence of different ideas, ideals and the pursuit of diverse aspirations, more often than not, leads to conflict. Conflict, conveyed as tensions, is unavoidable and perhaps necessary even, in order to institute organisational change.

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