Halal Business Model Innovation in Supporting the National Sharia Economy

Authors

  • Suherman Saragih Sekolah Tinggi Agama Islam (STAI) Tebing Tinggi Deli

DOI:

https://doi.org/10.5281/zenodo.20453627

Keywords:

Halal Business Innovation, Sharia Economy, Digitalization, Halal Industry, Sharia Business Model

Abstract

This study aims to analyze the development of halal business model innovations in supporting the growth of the national sharia economy, the factors influencing their implementation, the role of digitalization and technology, implementation constraints, and strategies for developing halal business models in Indonesia. The study used a qualitative approach with descriptive methods through literature studies and analysis of various phenomena related to halal business and the sharia economy. The results show that halal business model innovations have experienced significant development along with increasing public awareness of sharia-based products and services. Digitalization and technology play a crucial role in expanding markets, increasing business efficiency, strengthening business transparency, and enhancing the competitiveness of halal products. However, the implementation of halal business model innovations still faces various obstacles such as low sharia economic literacy, limited business capital, low digital skills of business actors, and increasingly fierce global business competition. Therefore, a development strategy is needed that includes strengthening business digitalization, improving the quality of human resources, strengthening halal certification, access to sharia financing, and collaboration between the government, business actors, and the community. Halal business model innovations are expected to strengthen the national sharia economy and increase the competitiveness of the Indonesian halal industry at the global level.

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Published

2026-05-30

How to Cite

Suherman Saragih. (2026). Halal Business Model Innovation in Supporting the National Sharia Economy. Journal of Economics, Management, Development, and Education, 1(3), 102–117. https://doi.org/10.5281/zenodo.20453627