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A Conceptual Framework of Internal Factors for Halal Certification

Intention

Zulkiffly Baharom

, Faidzulaini Muhammad

, Badrul Hisham Abd Rahman

, Nor Shamila Abdul

Karim

Tunku Puteri Intan Safinaz School of Accountancy (TISSA), College of Business, Universiti Utara

Malaysia, Malaysia

Faculty of Muamalat and Islamic Finance, Universiti Islam Antarabangsa Tuanku Syed Sirajuddin,

Malaysia

School of Business Management, College of Business, Universiti Utara Malaysia, Malaysia

*Corresponding Author

DOI: https://dx.doi.org/10.47772/IJRISS.2025.91100240

Received: 22 November 2025; Accepted: 28 November 2025; Published: 06 December 2025

ABSTRACT

This conceptual paper explores the internal motivational factors that influence global food manufacturers'

intentions to obtain halal certification, moving beyond the typical focus on external compliance. Using a

theorybuilding approach, this study combines the Theory of Planned Behaviour (TPB) and the Resource-Based

View (RBV) to create a new conceptual framework. A thorough review of the existing literature on halal

certification, organizational behavior, and strategic management informs the model. The framework highlights

four main internal drivers—ethical commitment, perceived business advantage, leadership orientation, and

organizational culture—as key predictors of halal certification intention. Additionally, organizational readiness

is identified as a critical moderating factor that enhances the connection between these internal motivators and

the decision to pursue certification. As a conceptual study, the framework needs empirical testing using

quantitative methods, such as large-scale surveys. Future research should validate the proposed ideas and

examine contextual factors. The results provide policymakers and certification agencies with valuable insights

to develop strategies that tap into firms' intrinsic motivations. For managers, it emphasizes the importance of

fostering internal readiness and aligning certification with ethical and strategic organizational goals, rather than

viewing it solely as a regulatory obligation. This study offers a significant shift in understanding halal

certification as a strategic, value-driven organizational choice. The combination of TPB and RBV offers a fresh

theoretical perspective, shifting the discussion from external pressure to internal organizational agency and

enriching the field of halal management.

Keywords: Halal certification, Theory of Planned Behaviour, Resource-Based View, Organizational motivation,

Halal food industry

INTRODUCTION

The global halal food industry has gone beyond its traditional religious roots to become a powerful and dynamic

part of the world economy. No longer limited to niche markets, halal products have become mainstream,

appealing to a broad consumer base that values quality, safety, and ethical sourcing (Türk et al., 2024). This

change is driven by several factors, including a growing Muslim population with greater purchasing power,

rising consumer awareness of food integrity, and a global shift toward more transparent and ethical consumption

(Mylostyvyi et al., 2025). In this context, halal certification has evolved from a mere religious compliance marker

into a globally recognized symbol of trust, strict quality assurance, and operational excellence (Rahman &

Ahmad, 2024). The projected value of the global halal food market underscores its significant economic

influence and the vital role of halal assurance systems across Muslim-majority and non-Muslim markets.

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Despite this remarkable growth and clear market incentives, the decision-making process for global food

manufacturers regarding halal certification is often viewed through a narrow lens. Traditionally, pursuing

certification is seen mainly as a reactive measure—a necessary step to comply with government regulations,

satisfy specific regional customer demands, or access lucrative new markets (Ali & Ahmad, 2023). While these

external pressures are fundamental and influential drivers, this view overlooks a vital aspect of corporate

strategy: the internal, intrinsic motivations that originate within the organization. For many global producers,

especially those operating outside the Islamic world, the motivation to seek halal certification can also arise from

a strong alignment with core corporate values, a progressive leadership vision, and strategic goals that go beyond

simple market entry (Fatmi et al., 2020).

This gap in understanding underscores a crucial need to examine the "why" behind certification from an

organizational psychology and strategic management perspective. What internal factors drive a multinational

corporation to adopt halal principles into its operational ethos? The dominant academic and practical discussions

have mainly concentrated on the external "pull" factors, leaving the internal "push" factors—such as a sincere

ethical commitment, a culture of quality, leadership's focus on sustainability, and viewing certification as a

strategic advantage—largely overlooked. This oversight hampers a comprehensive understanding of halal

certification as a complex business phenomenon.

This conceptual paper contends that halal certification should be redefined as a proactive, strategic organizational

objective deeply rooted in a company's ethical identity, quality management systems, and long-term

sustainability initiatives. It is not merely a certificate to acquire but a reflection of corporate character and

strategic vision. By focusing inward, this study seeks to provide a richer, more nuanced theoretical perspective

on the halal certification phenomenon, moving the discussion to a level that goes "beyond religious compliance."

The objective of this conceptual paper is therefore threefold:

1. To identify and explain the internal motivational factors affecting global food manufacturers' intention to

acquire halal certification.

2. To integrate relevant theoretical perspectives that explain the relationship between these internal factors

and certification intention; and

3. To outline a conceptual framework that can guide future empirical research and managerial decisions.

LITERATURE REVIEW

The Evolving Conceptualization of Halal Certification

The academic discussion on halal certification has experienced significant shifts. Early studies mainly viewed it

as a religious compliance requirement, emphasizing the technical, Shariah-specific aspects of production

processes (Alimusa et al., 2024). This view saw certification as a simple yes-or-no outcome—either compliant

or not—driven by the need to serve Muslim consumers. Later, the focus broadened to include economic and

market access reasons (Faisal et al., 2024). Researchers started emphasizing certification as a crucial gateway to

the growing global Islamic economy, motivated by overcoming trade obstacles and tapping into the purchasing

power of Muslim-majority countries (Rahman & Ahmad, 2024). While these external motivations—religious

duty and market needs—still hold weight, a newer wave of research views halal certification as a sign of quality

and ethical standards. This idea suggests that the strict rules for hygiene, traceability, and animal welfare in halal

production appeal to a broader, more mindful customer base, both Muslim and non-Muslim, who value food

safety and ethical sourcing (Bux et al., 2022). This review supports this third viewpoint, arguing that this shift

calls for a deeper examination of the internal factors that lead companies to adopt halal as a strategic and ethical

decision, moving beyond mere compliance and market access.

The Dominance of External Drivers in Existing Research

A thorough review of the existing literature shows a clear bias toward exploring external motivators for halal

certification. Most empirical studies, especially those centered on Muslim-majority countries, focus on factors

such as:

1. Government regulations: The coercive power of state-mandated halal standards (Sofiana et al., 2021).

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2. Consumer pressure: The demand from a religiously conscious customer base (Millatina et al., 2022).

3. Competitive intensity: The pressure to keep up with rivals who have already certified their products (Ali

& Ahmad, 2023).

4. Export market requirements: The requirement of certification as an essential condition for entering

specific international markets (Maysyaroh, 2023).

While these factors are undeniably important, this dominant focus has created a theoretical gap. It often depicts

firms as passive actors reacting to external pressures, thus neglecting the agency of strategic management and

the role of internal organizational values. This gap is especially noticeable when examining global food

manufacturers headquartered in non-Muslim-majority countries, where external religious pressure might be

minimal. For these firms, the decision to pursue certification is likely a more complex calculation, involving

internal strategic priorities and value systems that are not fully explained by the existing, externally-focused

literature.

Theoretical Foundations

To bridge this gap, this study employs a dual-theoretical framework combining the TPB and RBV theories. These

theories were selected for their ability to complement each other in explaining both the "why" (motivation) and

the "how" (capability) of halal certification intention.

Theory of Planned Behaviour (TPB) in an Organizational Context

Proposed by Ajzen (1991), TPB is a strong framework for predicting individual behavior. It suggests that

behavioral intention—the immediate cause of behavior—is influenced by:

1. Attitude (personal evaluation of the behavior)

2. Subjective norms (perceived social pressure)

3. Perceived behavioral control (perceived ease or difficulty).

When applying TPB at the organizational level, top management becomes the focus of analysis. Their shared

attitude toward halal certification (for example, whether they see it as strategically advantageous or ethically

consistent) is a key internal factor. While subjective norms usually reflect external influences, they can also

encompass internal stakeholders' expectations, such as the board's dedication to sustainability. Most importantly,

perceived behavioral control directly reflects the organization's evaluation of its internal capabilities to attain

certification.

Resource-Based View (RBV) as a Strategic Enabler

The RBV (Barney, 1991) argues that firms gain a competitive edge by utilizing unique, valuable, and inimitable

internal resources. From this perspective, halal certification is not just a market permit but a strategic asset that

can boost brand reputation and consumer trust. More importantly, the internal drivers of certification are

themselves intangible resources.

1. Ethical commitment is an important cultural asset that enhances legitimacy.

2. Leadership orientation is a rare resource for strategic change among managers.

3. Organizational culture is a complex social resource that influences behavior.

4. Organizational readiness refers to the tangible and intangible capabilities—such as knowledge, systems,

and finances—needed for implementation.

Theoretical Integration and Critical Synthesis

The integration of TPB and RBV forms a strong explanatory model. TPB's perceived behavioral control is mainly

supported by the resources and capabilities emphasized in RBV. A firm's perception of its ability to succeed in

certification is not created in isolation; it directly reflects its resource endowment (Tumiwa et al., 2023). For

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example, strong leadership (an RBV resource) can positively influence managerial attitudes (a TPB component)

and enhance perceived control by dedicating the necessary resources.

However, this integration is not without its potential limitations. TPB, as an individual-level theory, may not

fully capture the complex, political, and often fragmented nature of strategic decision-making within large,

multinational corporations (Hameed et al., 2025). Hameed et al. (2025) also noted that RBV has been criticized

for its static nature, potentially overlooking the dynamic processes through which resources such as "ethical

commitment" are built and mobilized. This framework addresses these critiques by using TPB to capture the

dynamic intention-formation process and RBV to account for the structural resource conditions that enable it.

Linking to Broader Management Concepts

The internal drivers discussed in this study are not isolated phenomena but are closely linked to well-established

management research streams.

1. Ethical commitment aligns with the literature on Corporate Social Responsibility (CSR) and ethical

business cultures, indicating that halal certification can be considered part of a broader CSR and

sustainability strategy (Rahman et al., 2024).

2. Leadership orientation relates to research on strategic leadership and transformational leadership, which

highlight the role of top management in championing strategic initiatives and shaping organizational

values (Singh et al., 2023).

3. Perceived business advantage aligns with concepts in strategic marketing, where certifications serve as

tools for brand differentiation and competitive positioning (Lima et al., 2024).

By positioning the internal drivers of halal certification within these well-established management discourses,

this study raises halal certification from a niche religious compliance topic to an important subject within

mainstream strategic and ethical management. The resulting conceptual model combines these theoretical

perspectives and broader ideas to present a framework for understanding halal certification intention as a

complex, internally motivated organizational phenomenon.

To enhance the analytical depth of this literature review, this section critically compares the key findings of

earlier studies rather than just describing them. While previous research consistently emphasizes external factors

such as regulation, consumer pressure, and market access as primary drivers of halal certification, these studies

rarely explore managerial reasoning within firms. For example, Sofiana et al. (2021) and Millatina et al. (2022)

focus on external institutional forces. In contrast, Jaswir et al. (2023) and Secinaro et al. (2021) highlight internal

ethical and strategic considerations arising within firms. This contrast shows that past research has been

uneven—rich in external determinants but limited in its ability to explain internal motivational dynamics. By

synthesizing these different perspectives, the present paper addresses this gap and argues that internal

motivations should receive equal, if not greater, attention in understanding certification decisions among global

manufacturers.

METHODOLOGY

This article adopts a conceptual research design that emphasizes developing theoretical relationships and

proposing a conceptual framework grounded in the existing literature. Unlike systematic reviews, conceptual

studies do not follow formal screening procedures or use inclusion or exclusion criteria. Instead, this paper uses

a narrative and integrative approach to extract insights from past research relevant to the constructs examined.

Relevant academic sources—including journal articles, books, and theoretical papers—were identified from the

Google Scholar database, as well as from other reputable publications.

Priority was given to studies that:

1. Address the constructs being investigated

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2. Provide theoretical explanations, and

3. Support the development of relationships outlined in the conceptual model.

The goal of this approach is to synthesize existing knowledge, identify conceptual gaps, and develop logically

coherent theoretical connections. This narrative method offers flexibility in combining diverse perspectives

without rigid search protocols, ensuring the conceptual framework remains grounded in established theories and

supported by relevant literature.

Propositions And Conceptual Model

Building on the integrated TPB and RBV framework, this paper presents a conceptual model that views halal

certification intention as arising from four key internal motivators, with organizational readiness acting as an

important contingency factor. The model, shown in Figure 1, indicates that a firm's intention strength is not solely

a response to external influences but also depends on internal drivers and enabling conditions. The following

sections thoroughly describe each construct and outline the formal propositions.

Ethical Commitment: From Compliance to Conviction

The model suggests that a genuine ethical commitment is a core internal motivator. This goes beyond simply

following ethical rules. Instead, it involves a deep-rooted organizational dedication to moral principles—such as

integrity, transparency, and responsibility—that become part of its operational culture. For global food producers,

halal certification can therefore be seen not just as a religious requirement but as a real expression of a broader

ethical stance on consumer welfare, food safety, and supply chain openness (Ali & Ahmad, 2023). Companies

with a strong ethical identity are more likely to view halal certification as naturally aligned with their core values

(Secinaro et al., 2021). This alignment shifts the certification from a costly compliance task to a value-based

initiative, encouraging active engagement.

Proposition 1 (P1):

The stronger a global food manufacturer's ethical commitment, the more likely it is to pursue halal certification,

as the certification is seen as an extension of its corporate moral identity rather than an external requirement.

Perceived Business Advantage: Strategic Value Creation

While external market access is a recognized driver, the internal perception of broader business benefits is

essential. Perceived business advantage here refers to the managerial belief that halal certification acts as a

strategic tool for creating value (Tumiwa et al., 2023). This goes beyond just entering the market; it involves

boosting brand equity by signaling quality and trustworthiness to a global audience, gaining a competitive edge

in crowded markets, and potentially commanding a higher price (Ali & Ahmad, 2023). The key point is that this

perception is subjective and socially constructed by the firm's leadership. A company that views certification as

a strategic investment rather than a regulatory burden dedicates more attention and resources, thereby reinforcing

its behavioral intention (according to TPB's attitude component).

Proposition 2 (P2):

A global food manufacturer's desire to obtain halal certification is positively influenced by its management's

view of the certification as a source of sustainable competitive advantage and strategic value creation.

Leadership Orientation: The Catalyst of Strategic Will

The role of leadership orientation is crucial. Top management does not just approve decisions; they shape

organizational reality, establish strategic priorities, and allocate vital resources. A visionary, ethically driven, and

strategically flexible leadership (Sajjad et al., 2024) is more likely to promote halal certification as part of a

broader story of sustainable, inclusive growth. This leadership dedication directly impacts TPB's perceived

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behavioral control by ensuring resources are available and removing internal obstacles. On the other hand,

without active leadership support, even a positive attitude among mid-level managers may not turn into a

firmwide intention, as the initiative lacks strategic legitimacy and resource support.

Proposition 3 (P3):

The active support and strategic prioritization of halal certification by top leadership positively influence a global

food manufacturer's intention to pursue it, by legitimizing the initiative and boosting the organization's perceived

ability to achieve it.

Organizational Culture: The Fertile Ground for Implementation

Organizational culture—the shared values, beliefs, and assumptions that guide behavior—serves as the

foundation on which certification efforts either thrive or falter. A culture that naturally emphasizes continuous

improvement, quality excellence, and ethical conduct creates a "fertile ground" for halal certification (Jaswir et

al., 2023). In such an environment, the procedural demands and mindset needed for halal compliance are not

viewed as foreign impositions but as logical extensions of existing practices (Islam et al., 2023). This cultural

readiness minimizes internal resistance and friction, making the goal of certification a more organic and widely

accepted organizational step. It is an intangible resource (from RBV) that decreases the perceived cost and

difficulty of implementation.

Proposition 4 (P4):

An organizational culture focused on quality and ethics positively impacts the intention to obtain halal

certification, as it naturally aligns daily practices with certification standards.

The Moderating Role of Organizational Readiness: Bridging Intention and Action

A key contribution of this model is the introduction of organizational readiness as a moderating factor. This

concept recognizes a core truth in strategic management: motivation alone is not enough for action. Readiness

encompasses the tangible and intangible infrastructure needed for certification—such as technical knowledge,

financial slack, flexible production systems, and employee skills (Karyani et al., 2024; Islam et al., 2023). Even

with strong ethical commitment and leadership backing, a company may hesitate to form a firm intention if it

perceives a significant lack of capability. Therefore, organizational readiness functions as a catalyst, amplifying

the positive links among the four motivational drivers and the dependent variable. High readiness empowers

motivation, turning vague willingness into a clear plan (Jaswir et al., 2023). This directly aligns with the RBV

by emphasizing that motivational resources must be complemented by implementation abilities to be truly

effective.

Proposition 5 (P5):

Organizational readiness strengthens the link between internal motivators (ethical commitment, perceived

business advantage, leadership orientation, and organizational culture) and the intention to achieve halal

certification.

Proposed Conceptual Model

Figure 1 presents the proposed conceptual model, illustrating the relationships among the four internal

motivational drivers—ethical commitment, perceived business advantage, leadership orientation, and

organizational culture—and the intention to obtain halal certification, while highlighting the moderating role of

organizational readiness. This visual representation enhances clarity by showing how ethical commitment and

perceived business advantage shape managerial attitudes toward certification, how leadership orientation

strengthens perceived behavioral control and strategic direction, and how organizational culture establishes the

normative environment supporting certification efforts. Importantly, organizational readiness functions as the

enabling condition that determines the extent to which these internal motivations translate into a firm and

actionable intention to pursue halal certification.

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Figure 1: Conceptual Framework of Internal Drivers of Halal Certification Intention

Table 1. Summary of Variables and Their Role in the Framework

Type

Variable

Definition / Role in the Framework

Dependent

Variable (DV)

Intention to Obtain Halal

Certification

The firm’s deliberate plan or willingness to pursue halal

certification as part of its strategic and ethical agenda.

Independent

Variable (IV1)

Ethical Commitment

The organisation’s moral obligation and integrity in

ensuring ethical and transparent production practices.

Independent

Variable (IV2)

Perceived Business Advantage

The belief that halal certification improves

competitiveness, brand image, and market access.

Independent

Variable (IV3)

Leadership Orientation

The extent to which top management supports,

promotes, and prioritises halal certification.

Independent

Variable (IV4)

Organisational Culture

The shared values and norms that support ethical

behaviour, quality assurance, and certification readiness.

Type

Variable

Definition / Role in the Framework

Moderating

Variable (MV)

Organisational Readiness

The degree to which the organisation possesses the

internal capabilities, systems, and resources needed for

halal certification implementation.

Interpretation Notes

1. Internal Motivation Pathway:

The four IVs represent internal organizational motivations that collectively influence behavioral intention and

align with the attitude and perceived control dimensions of the TPB.

2. Strategic Enabler:

The moderating role of organisational readiness is grounded in the RBV, which holds that motivation alone is

insufficient; companies also need sufficient internal resources to translate their intentions into actions.

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3.Outcome Focus:

The DV, intention to obtain halal certification, shows the company's readiness and interest in starting or

continuing the certification process, serving as a step before actual certification actions.

RESEARCH CONTRIBUTIONS AND FUTURE RESEARCH DIRECTIONS

This conceptual paper deliberately shifts the discourse on halal certification from the external environment to

the organization's internal operations. The proposed framework not only introduces new variables but also

fundamentally rethinks halal certification as a strategic organizational phenomenon. Its contributions are thus

articulated across theoretical, practical, and future research domains.

Theoretical Contributions

This study introduces several subtle theoretical improvements that challenge and broaden existing paradigms.

First, it provides a necessary theoretical reorientation. By emphasizing internal drivers—ethical commitment,

leadership orientation, perceived strategic advantage, and organizational culture—the framework challenges the

dominant narrative in halal literature, which a compliance-based, externally driven paradigm has primarily

shaped. This shifts the discussion from "why firms must comply" to "why firms choose to adopt," framing halal

certification as a purposeful, strategic decision rather than a passive response. This is especially important for

understanding the behavior of global multinational corporations, for whom external religious pressure is

minimal.

Second, the study highlights the power of combining theories. The intentional integration of the TPB and the

RBV is a significant innovation. While TPB effectively explains why intentions form, it often lacks detail about

organizational-level enablers. RBV, on the other hand, explains how resources enable action but can be static,

missing the motivational processes that drive resource use. This framework connects those gaps. It shows how

RBV's intangible resources (such as ethical culture and leadership) directly influence TPB's factors that shape

intentions (attitude and perceived behavioral control), thereby yielding a more dynamic and comprehensive

model that links organizational assets to managerial thinking and strategic aims.

Third, it elevates halal certification within mainstream management theory. By connecting the drivers to

established ideas such as corporate ethical identity, transformational leadership, and strategic capability, the

study moves halal certification beyond its niche as a religious or market-access issue. It is repositioned as an

important example of larger strategic trends such as ethical branding, sustainable supply chain management, and

value-driven competition. This creates a shared theoretical language that enables halal certification to be

discussed alongside other strategic certifications (e.g., Fair Trade, Organic) within the core management

literature.

This study contributes to halal management theory by reframing halal certification as a strategically motivated

internal process rather than a compliance-driven external response. It expands halal management beyond its

religious and regulatory roots by emphasising intrinsic drivers such as ethical identity, leadership orientation,

and organisational culture. This shift provides a broader theoretical foundation for understanding halal behaviour

within global corporations, situating halal certification alongside other strategic certifications such as CSR, ISO,

and sustainability frameworks. Thus, the model not only advances halal theory but also positions it more firmly

within mainstream management scholarship.

Practical and Managerial Implications

The framework provides practical insights for key stakeholders by offering a more accurate view of the

organizational decision-making landscape.

1. For policymakers and certification bodies, understanding these internal drivers is essential for market growth.

Instead of relying solely on regulatory mandates or emphasizing market size, they can develop more effective

promotional strategies. This includes:

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a. Creating communication campaigns that position halal certification as a symbol of quality, ethics, and

traceability, aligning it with universal business principles.

b. Developing executive education programs and leadership workshops that showcase the strategic business

benefits of certification, targeting the C-suite where strategic decisions are made.

c. Providing readiness-assessment tools and technical support to help firms develop internal capabilities,

thereby strengthening the connection between motivation and action.

2. For global food manufacturers, this study offers a rationale for adopting a deeper, strategic approach to halal

certification. It suggests that viewing certification as just a compliance requirement is a missed opportunity.

Instead, firms should:

a. Integrate halal certification into their leading CSR and sustainability reports, positioning it as a pledge to

ethical consumption and transparent production.

b. Secure high-level leadership support from the beginning to guarantee strategic alignment and sufficient

resource allocation.

c. Perform an internal audit of organizational readiness before making a decision, evaluating cultural,

technical, and systemic capabilities to ensure that intentions are effectively translated into action, thereby

safeguarding the brand reputation from unsuccessful initiatives.

Unlike previous halal certification models that predominantly emphasize external institutional pressures such as

regulations, consumer expectations, or export requirements, the present framework shifts the analytical focus

inward. It positions firms as proactive decision-makers driven by ethical conviction, strategic foresight, and

internal cultural alignment. Earlier models often treated organizations as reactive actors responding to the

environment; this model highlights internal agency and strategic choice. By integrating TPB and RBV, it also

offers a more comprehensive theoretical explanation than prior single-theory models, bridging motivation (TPB)

with capability (RBV) to explain certification intention.

Avenues for Future Research

This conceptual model paves the way for multiple valuable avenues of empirical and theoretical research.

1. Empirical validation and quantification: The next key step is to operationalize the constructs and test the

proposed relationships. Conducting large-scale survey research with senior managers of global food

companies and analyzing the data using structural equation modeling (SEM) could validate the model

and assess the relative strength and interactions among drivers. For example, is ethical commitment a

stronger predictor than perceived business advantage in specific contexts?

2. Contextual and comparative studies: Future research should examine how national, cultural, and firm-

specific factors influence these internal drivers. A comparative study between firms in Muslim-majority

and nonMuslim-majority countries, or between family-owned businesses and publicly traded

multinationals, could uncover key contingencies that shape motivational patterns.

3. Longitudinal and process-oriented inquiry: To understand the changing nature of certification intention,

longterm studies are necessary. Research could follow firms before, during, and after the certification

process to examine how motivations shift, how setbacks affect perceived behavioral control, and how

actual benefits (or their absence) affect long-term commitment.

4. Expanding the theoretical framework: Future conceptual work could incorporate additional perspectives.

For example, integrating Institutional Theory could clarify how internal motivations interact with

different types of external institutional pressures (coercive, mimetic, normative). Additionally, given the

digital transformation of supply chains, examining the role of technology readiness and digital

traceability systems as specific aspects of organizational readiness offers a timely and important

extension.

5. By following these guidelines, scholars can build on this foundational framework to gain a deeper, more

nuanced understanding of halal certification as a complex and strategic organizational behavior.

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CONCLUSION

This conceptual paper critically re-examines the drivers of halal certification and advocates a paradigm shift

across academic and practitioner perspectives. Moving beyond traditional narratives of religious compliance and

external market pressures, the study shows that the motivation to pursue halal certification among global food

manufacturers is primarily an internal, strategic decision. The proposed framework, combining the TPB and the

RBV, reveals that this motivation is shaped by the intersection of motivational factors—ethical commitment,

perceived business benefits, leadership style, and organizational culture—and is strongly supported by both

tangible and intangible organizational assets.

The core argument of this paper is that halal certification, when viewed through this internal perspective, is not

a passive response but an active, value-driven organizational choice. It signifies a strategic decision to align

operational practices with broader corporate ethics, use certification to gain a competitive edge, and incorporate

principles of quality and transparency into the corporate identity. This reconceptualization is crucial for

understanding the behavior of modern multinational corporations, for whom halal certification is one strategic

option among many rather than a strict religious obligation.

Ultimately, this study concludes that the long-term success and integrity of halal certification within the global

food system depend as much on producers' internal willingness and ethical beliefs as on external regulatory

frameworks. A certification obtained solely under pressure lacks the resilience and genuine commitment of one

embraced as a strategic and ethical priority. Therefore, fostering these internal motivations is not just an academic

exercise but a practical necessity for building a strong, credible, and sustainable global halal ecosystem.

This paper offers a foundational conceptual model, but its actual value will come from future empirical research.

By validating and refining this framework, researchers and practitioners can work together to develop a deeper

understanding of halal certification—not as a fixed compliance standard, but as a dynamic reflection of strategic,

ethical, and value-based organizational behavior in a complex global market.

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