http://journal.umk.edu.my/index.php/ijecs <p><strong>The International Journal of Entrepreneurship Case Study (eISSN:2948-3832) or IJECS is a double-blind, peer-reviewed, open-access journal that focuses on case studies and is published twice a year in June and December.</strong>IJECS addresses the fundamental issues of entrepreneurship and business and publishes original quantitative or qualitative case studies on all aspects of entrepreneurship and business in local and international contexts. The primary audiences for this journal are scholars, academicians, policymakers, and practitioners whose interests are in entrepreneurship and business discourses, practices, and activities.</p> <p>Teaching cases offers students the opportunity to explore real-world challenges in the classroom environment, allowing them to test their assumptions and decision-making skills before taking their knowledge into the workplace.</p> Global Entrepreneurship Research Innovation Centre en-US International Journal of Entrepreneurship Case Study (IJECS) 2948-3832 http://journal.umk.edu.my/index.php/ijecs/article/view/1394 The looming financial crisis threatened to transform Mr. Rostam's thriving agribusiness into a sinking ship, casting a shadow of uncertainty over his entrepreneurial dreams. The once-promising future now appeared murky and fraught with challenges, leaving him to navigate the business desperately to keep his venture afloat. It is a test of resilience, innovation, and unwavering determination as he grapples with the harsh realities of an uncertain market. With limited resources, he coped with more of the challenges of a struggling business. The road ahead seemed daunting, with uncertainty lurking at every turn. Mr. Rostam pondered over the situation, feeling the weight of responsibility on his shoulders; he muttered, "The business has reached the critical point, and failure was not an option”. Mr. Rostam has to look for the right opportunity and decide about taking the next big leap of faith to start his next agriculture business venture. Terengganu Agrotech Development Corporation Sdn. Bhd. (TADC) looking for proposals to develop a large palm oil plantation farm in Terengganu state. Mr. Rostam has to develop the right plan with a partner that can invest in the proposed corporate farming project. Zakiyah Taharim Nurul Faizah Halim Copyright (c) 2024 International Journal of Entrepreneurship Case Study (IJECS) 2024-08-01 2024-08-01 3 1 10.51471/ijecs.v3i1.1394 http://journal.umk.edu.my/index.php/ijecs/article/view/1395 It is a hazy day in December that scared Nur Izzatie, and she likes to weep at the pain and disturbance she is going through. Nur Izzatie came into her room and closed the door with a blast. She thinks, ‘I will lose everything I have been working for a year. Without kelulut bees and bee hives, I will be out of business.’ Nur Izzatie just discovered that numerous kelulut bees had perished on the ground, and the bee hives were empty. Hundreds of bees emerge in front of the bee hive's entrance and begin to circle. In the absence of bees and honey, undoubtedly, there will be no business. Nur Izzatie had difficulty dealing with the problem, so fewer bees would die or flee away. She needs to find the reason soon to resolve it. Otherwise, she will lose everything. Zakiyah Taharim Nurul Faizah Halim Copyright (c) 2024 International Journal of Entrepreneurship Case Study (IJECS) 2024-08-01 2024-08-01 3 1 10.51471/ijecs.v3i1.1395 http://journal.umk.edu.my/index.php/ijecs/article/view/1398 One Saturday morning in 2005, Syed Zainal sat at his desk contemplating the career decision he would have to make over the weekend. At 38, Syed Zainal was Chief Executive Officer (CEO) at HICOM Holdings Berhad, a Malaysian automotive manufacturing company, for ten years. Perodua just offered Syed Zainal a promotion to CEO, a position that would make him responsible for the entire division. Normally, Syed Zainal would have been blissful by such an opportunity, but he worried about its impact on his already fatigued personal life. Since his last promotion, he has struggled to balance an increasingly demanding workload with his responsibilities at home. Syed Zainal explained: “I have worked my whole career, and until now, I have never had any issues balancing work and home. However, things started spinning a bit out of control after my last promotion. At first, I thought I could handle the longer hours and more frequent travel, but it became a real drag on the family after a while. Then, two kids need my attention. That is when I realized it was time to change the situation. Syed Zainal has mixed feelings about accepting the promotion.” Over the past several years, Syed Zainal has taken steps to get his schedule under control. He and his wife Jan agreed that things were better. Nevertheless, another promotion would invert their lives all over again. As CEO, he could expect to be busier than before. It actually worried him. Syed Zainal found it hard to decide about accepting the promotion. He knew that the CEO of Perodua expected him to accept; in fact, he had emphasized that he had no second choice. Yusmazida Mohd Yusoff Dzulkifli Mukhtar Copyright (c) 2024 International Journal of Entrepreneurship Case Study (IJECS) 2024-08-01 2024-08-01 3 1 10.51471/ijecs.v3i1.1398 http://journal.umk.edu.my/index.php/ijecs/article/view/1396 It was a bit hot day in December 2005; Syed Zainal was driving his car back to his home in Kuala Lumpur. It is already afternoon, and the sun is slowly setting down while he is driving his car on the congested roads of Kuala Lumpur. ‘I am a corporate guy looking for career opportunities, and I learn about making the best out of any given opportunity,’ Syed Zainal narrated his career progression mindset. Syed Zainal went for a job interview at the Proton head office in Kuala Lumpur. He met with the board of directors at the Proton head office. The board offered Syed Zainal the opportunity to join the Proton group and lead the production operation at the group level. Syed Zainal finished his interview for the position of managing director of Proton Group (The largest Malaysian car production group) and slowly driving back toward his home and thinking about the offer, the competition Syed Zainal gave to the Proton Group, and the lifetime opportunity coming in the shape of the current job offer. Syed Zainal has to decide and provide the answer next week. Syed Zainal was building steady capacities at the Perodua car manufacturing (A competitor of the Proton group); Syed Zainal spent a good ten years at Perodua company and became deputy managing director in the same year. A good job offer is at hand, and Syed Zainal needs to make a critical decision of his life to accept the new job offer to start a career at Proton Group (the biggest car production group in the country) or keep working with the Perodua (the second large production group in the country. Proton Borad wants the answer from Syed Zainal by next week. Naeem Hayat Dzulkifli Mukhtar Yusmazida Mohd Yusoff Copyright (c) 2024 International Journal of Entrepreneurship Case Study (IJECS) 2024-08-01 2024-08-01 3 1 10.51471/ijecs.v3i1.1396