SICONSEM 2017

Shared Mental Model As An Enabler Of Malaysia Waqf Land

Development

1
Nur Azlin Ismail, 2Ismail Omar, 3Mohamad Noor Ropiah
Abu Bakar, 4Nur Aqidah Suhaili, 5Rohayati Hussin,
6
Norzaihan Mohd Zain and 7Marziana Abd Malib
1
Department of Real Estate, Universiti Tun Hussein Onn Malaysia (UTHM),
2
Department of Real Estate, Universiti Tun Hussein Onn Malaysia (UTHM)
3
UDA Holdings Berhad
4
Institute of Malaysian Study and International Studies, UKM
5
Faculty of Law, Universiti Teknologi Mara (UiTM) Merbok, Kedah
6
Accounting Research Institute (ARI) Universiti Teknologi Mara Shah Alam
7
Faculty of Law, Universiti Teknologi Mara (UiTM) Melaka.

azlinphduthm@gmail.com, ismailo@uthm.edu.my, ropiah@udanet.com,

aqidahUKM@gmail.com, rohayati274@gmail.com. jihanzain@yahoo.com
marziana@melaka.uitm.edu.my,

ABSTRACT
After decades, wakaf Seetee Aisah(WSA) has finally improved and
optimally benefited its desires. However, there is still 88 percent of
registered waqf lands have not been upgraded and developed. This
shared mental model (SMM) life story is laid on the first commercial
waqf land development in Malaysia. The study aims to understand how
does the interaction and adaptability were applied among the
members.in positioning themselves in the WSA development team. A
series of in-depth interview was conducted among the WSA main
actors; Majlis Agama Islam Pulau Pinang(MAINPP) and UDA
Holdings (UDA), Unified Modeling Language (UML) outlay was used
to scrutinize the indexed of the convergence and collectivity theme. It
was proven that SMM not only becoming an enabler of waqf land
development but did shaped the performance of the team.

Keywords: Collaboration, Shared mental model, UML., Waqf land development

INTRODUCTION
Its been ages! After decades of being surrendered, wakaf Seetee Aisah(WSA) has finally
improved and optimally benefited its desires. Sucessfully managing of available resources
is the key to dealing with more complex and volatile waqf environment. Thefore it wasnt
a suprise when the Malaysia Waqf Land Transformation Plan 2015-2030 highlighted, only
12 percent of 30,000 hectares of waqf land has improved and developed effectively.
Although Mohammad, Mar Iman, & Omar (2005) declared that there are high economic
potentials to develop waqf land especially those located in the urban areas, but most
researchers claimed waqf lands are still subjected to several difficulties. The underlying
reasons for these undeveloped waqf land mostly due to the deficiency in mutawwallis1
capability and capacity waqf management (Muhammad,2009; Mohd Nor & Mohammed,
2009; Chowdhury et al., 2012; Rashid, 2012; Azmi, Mohamad & Kamarudin., 2014;
Zakaria & Abd Rahim., 2014). Therefore, working in a team would be an appropriate
interface to revive those demoted waqf lands. A shared understanding of the team work
and task work were in a linear relationship with the social philanthropic waqf character.

Most literature on waqf land (Sulaiman, 2008; Abdul Karim, 2010; Ahmad & Muhamed,
2011; Hashim & Abd Rahman, 2012; Mohamad, Abdul Kadir & Ali., 2012; Ishak,
2013).had focused on the development matters such as management, legal, financing, and
land use perspectives. Finding a motivation from the succeeding story of WSA cross-
sector partnership, this study aims to understand how would the interaction and
adaptability applied among members.by positioning themselves in the WSA development
team. These identified relations and algorithm description were then being conceptualized
and supported by the means of Unified Modeling Language (UML) framework

Literature Review

Complexity of Waqf Land Development

Waqf is a multi-dimensional and comprehensive voluntary and irrevocable dedication of

an individual wealth (Nurrachmi, 2012) use as poverty alleviation (Sadeq & Sadeq,2002)
and community development (Bremer, 2004; Sadeq, 2002; Ismail et al. 2015) tools.
Generally, most waqf assets were represented by the immovable assets (land and
building) which underlies three main characteristics; Perpetuity, Inalienability and
Irrevocability Besides inadequate treatment by law and market forces towards waqf
land (Omar, 2015; Omar , Md Yusuf & Johan, 2013; Chowdhury et al., 2011, Abdullah,
2009; Mohamad, 2008; Hasan, 2008), Mohammad and Mar Iman (2006) asserted
perpetuity cause a shortcoming of cash as the mutawwalli neither can sell nor
aggressively seek financing. The statement also being supported by Omar &

1
Sole trustee of the Waqf Asset
Ismail(2016) who revealed the nominal value of waqf land is 0 which mean waqf land is
unfitted to become development fund collateral for banks and financial institutions. This
scenario finally has dampened the initiatives to develop waqf land. Thus, several studies
suggested modern management technique that converges with Islamic jurisprudence
should enlighten the doctrine of waqf to grow. (Sait and Lim, 2005; Mahmood, 1998;
Basar, 1987). Among the proposed solution was Cross-Sector Partnership (CSP) (Ismail,
Omar, Abu Bakar & Suhaili, 2016),

Cross-Sector Partnership

A CSP is defined as collaborative efforts from different societal sectors (business,

government, and civil society), pooling their resources to provide solutions to social issues
and causes (Austin, 2000; Gray, 1989; Selsky & Parker, 2005; Stone, 2000; Young, 1999).
This heterogeneous groups collaboration involves people from various backgrounds, with
different experiences and areas of expertise. Hence, it contributes a marginal potential and
intensive economic change when complementary skills and knowledge is being integrated
effectively Besides, this type of partnership also anticipated progressive knowledge
(Austin, 2000; Jones & Morris, 2008; San Martn-Rodrguez, Beaulieu, DAmour, &
Ferrada-Videla, 2005).as all team members must be able to integrate their knowledge
bases in a sensible manner in the project. Unfortunately, the previous investigation proved
that there are cases where CSP did not yielded positive result (Mathieu, Rapp, Maynard,
& Mangos, 2010), as they failed to establish shared understanding of the task. The
theoretical tenet on this common understanding is very crucial to develop similar
explanation and expectation of the task (Cannon- Bowers et al., 1993), coordinate action
and adapt behaviour to task demand (Cannon-Bowers et al., 1993), as well as enhance
information processing (Kraiger &Wenzel,1997) that leads to perform effectively.
Despite the unique and critical perspective among the team members, is the group
consensus being truly real in the CSP? Later, the concept of the shared mental model
could explain how cohesive work team makes intuitive decision making underlies this
dynamic mechanism function.

Shared mental model

Shared mental model (SMM) is a social cognition that denotes an intersection or

convergence within the group related to team work and task work (Maynard & Gilson,
2010; Xinwen et.al, 2006) In fact, Jonker, Riemsdijk, Vermeulen, (2011) asserted SMM
concept not only clarifies the internal interaction between world, humans and its
environment but the notion also develop the team members tacit knowledge and skill in
predicting other partners future actions and needs (Swaab, 2002;Johnson-Laird, 1983).
The concept of SMM arose from the mental model idea which allows individuals to
enlarge their world insight and knowledge by generating the description in the structured
means. This cognitive output will be transmitted into memory storage. (Johnson-
Laird,1983; Rouse & Morris, 1986). Thus, the common thread of SMM will formulate a
concentric shared understanding circles among the members ( (Vreede, Reiter-Palmon, &
Vreede, 2013). The prominent belief is SMM was constructed based on four different
models computation measures; Equipment Model, the Task Model, the Team, Interaction
Model and the Team Model. (Lee et al., 2012; Mathieu et al., 2000; Mathieu, Rapp,
Maynard, & Mangos, 2009; Mohammed et al., 2010Cannon-Bowers et al., 1993) (Table
1) Therefore, many studies hypothesized SMM that there is a positive relation between
team performance and similarity between mental models of team members. Hence, this
study having an investigation towards the ontology of the SMM in satisfying the different
societal sectors objectives of WSA development

Table 1: The Four Component of Shared Mental Model

Task Model Team Model

Equipment) Task Team Interaction Team
(Teammates
Equipment Task Roles/ Knowledge
Functioning Procedures Responsibilities
Operating Likely Information Sources Skills
Procedures Contingencies
Equipment/System Likely Role Equipment/
Scenarios Interdependencies System
Limitations Likely Environmental Communication Attitudes
Failures Constraints Channels
Task Strategies Interaction Patterns Performance
Information Flow
History
Tendencies

Adopted from Scheutz, DeLoach and Adams (2015)

 METHODS
To gain an understanding into the application of SMM, a series of in-depth interview was
conducted among the WSA main actors; Majlis Agama Islam Pulau Pinang(MAINPP) and UDA
Holdings (UDA), Using an extract of WSA successful story, an empirical input- process- output
(I-P-O) UML outlay was used to scrutinize the indexed of the convergence and collectivity theme
derived from these interview transcriptions. The iterative process of validation, refinement and
peer review involves both actors and researchers. Besides, several documents such as fatwas and
enactment were used to triangulate those findings.

Wakaf Seetee Asah Context

This shared mental model (SMM) life story is laid on the first commercial waqf land
development in Malaysia, where CSP was the identified runtime used. Wakaf Seetee
Aisah (WSA)is 9.86 acres of padi field that strategically located at the intersection of
Malaysia North-South Federal Highway and Butterworth-Kulim highway. It was
surrendered by the late Seetee Aishah Bt. Haji Mahmood on 30 September 1901. She
requested the benefit from the WSA land be used for the traditional religious activities
during Ramadhan, paying and supplying the kerosene for all mosques in Permatang Pauh
and, sending arms to Mecca and umrah and any philanthropic activity as well as for the
benefits of the descendants of Saedah and Family2.

Thus, MAINPP believed the value of the benefit derived from this waqf land could be
raised by having an innovative development approach. Therefore, in August 2007, a joint
venture between MAINPP 3and UDA4 was established and sealed in upgrading the WSA
land from padi field into approximately RM 24 million (commercial properties and
housing areas.
The CSP main players were the UDA and the MAINPP. In this joint venture, the capital
provided by the MAINPP was the leased land while UDA contributed their expertise and

2
Hashimi & Abd Rahman (2012)
3
Majlis Agama Islam Negeri Pulau Pinang (MAINPP) was established by the virtue of section 4 Islamic
Scholars Administrative Law in1959 to advise His Majesty the Yang Di Pertuan Agong in Muslim matters.
MAINPP role is to create an Islamic society environment and promote, stimulate, facilitate and undertake
economic and social well-being of Muslims in Penang based on Islamic rules'. In the context of waqf,
MAIPP is the sole trustee of waqf matters in Penang
4
The Urban Development Authority (UDA) was established in 1971 to embark on the advancement of the
nations planned urban development. UDA was incorporated on 1 September 1996 as UDA Holdings Sdn
Bhd. and listed on the Main Board of Kuala Lumpur Stock Exchange (KLSE) followed on 18 November
1999. The main activities of the company are investment holding and property development while the Group
has endeavored into land and property development, property management and the leisure industry.
funding. As a result, nine triple-story shop units and seventy-six double-story houses have
been developed. The houses were sold by UDA at the range of prices between RM
250,000 to RM 400,000 each. MAINPP benefited from owning all the triple-story shop
lots (approximately RM10 million worth) plus 30% of the profit from the sales of the
double-story houses. Technically, the houses were sold (in term of manfaat) to the buyers
for 99 years leasehold basis, the ownership of the houses and the land will be returned to
MAINPP at the end of the leased term.

RESULTS
It was found that WSA development is engaging SMM Team Model.as its design up to tailoring
other members expected behavior. The findings of understanding on SMM setup in WSA are
presented in three different layers:
Input: 1. the team members had set a stepping stone based on their background and resources
before entering the strategic intersection in developing waqf lands, but both main actors
shared the same vision
Process :1. The adoption and adaption cycle was going so quickly along the waqf land
development.
2.SMM also being interacted by other indirect team members. who involves in the WSA
development
3. The startegic and tactical planning in WSA development also being influenced by the
SMM application.
Output : The SMM had created a competitive advantage for all members and successfully
improved the optimization of the WSA land potential.

As suggested by Jonker et al. (2011). this paper underlies the notion where the team is
considered as the system to portray the whole idea of WSA land development. However,
in responses to the complexity of waqf land development, outcomes from the analysis is
illustrated by the UML diagram (figure 1). The research aims to understand how does the
interaction and adaptability were applied among the members.in positioning themselves
in the WSA development team. In was notable that the institutional main actors (MAINPP
and UDA) in WSA received marginal contributions as each team member provide
different equipment and physical component to achieve the same goal; to develop the
WSA land. However, there were two remarkable findings identified, (1) State Mufti
department (Islamic expert) is another entity that is identified plays an important role in
the team. This department does give significant influence not only in designing the mind
but also to control acting behaviors and task execution of the team. (2) Since the
recognized team actor was institutional, their staff which representing human were labeled
as the agents. Thus, this paper also conceptualized the distinguished reasoned action by
the agents also were granted by the WSA the mental model notion. The thought of
extended of mind and interaction also were found in practice as a long list of schedules
and meetings had occurred from 2006 up to 2013 Team activity and team interaction ware
recognized as the robust platforms to clarify the different needs in this heterogeneous
groups collaboration. The great thing about this WSA land development story, is when
the spotted model not only associated with the mental model but also embedded with the
physical model when there is an involvement of banking industry in providing the end
financing for the end user of this system. Thus, the hypothesized of SMM had a positive
relation between team performance was supported by the WSA finding as another CSP is
being initiated by the main actor towards another waqf land development.

Figure 1: UML based on WSA development

The Impacts of WSA
Table 2 : The Impacts of WSA land development
Social Impact Economic Impact
Functionally Transfer of knowledge The CSP utilizing the physical
through team activity, team components strength and
interaction, task execution as resources optimally. and
well as mind occurred among benefited the system
team members productively based on the
coordination and facilitation of
mental model and physical
model.

Physically This shared mental model By having the shared mental

helps MAINPP to fulfill the model as an enabler, the WSA
deed of the waqif (donor). land is still maintained as waqf
And put the trust from the land although it has been
public. revived to boost the benefit

Financially Other entity (referring to the Having the same goal, even
society) is benefited an with the different background
affordability housing (an and work together in team, had
output from system) as soon
reduced the direct and indirect
as the system succeed
cost of land development cost
for WSA
Source: Authors (2017)
Table 2: shows the summary of key lesson from WSA land development. It is proven that
shared mental model is an enabler of waqf land development.

CONCLUSION
This article draws an initial conclusion that the shared mental model was proven as an
enabler in tackling and solving the issue of underutilized waqf land potential. This paper
had illustrated on how the shared mental model could be operationalized through the I-P-
O framework either in a multi-sectorial relationship or towards an over and done waqf
deed. In addition, the study verifies the premise of learning behavior is gradually develop
the shared mental model process that finally produces the positive signals to the team. As
for future work, the researchers aim to investigate on this SMM via more representation
and techniques, which allow measures and reasoning or perhaps investigates the SMM
theory towards the distribution of waqf benefits and yield as the finding from WSA land
development is a reusable design.
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