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McKinsey 7S Framework for Value-Based Institutional Branding in Educational Organizations: A Case Study of an Indonesian Pesantren

Educational Leadership and Management Journal · Vol. 4 No. 2 (2026) · hlm. 55–74

DOI
10.22437/ws6vhz55
ISSN
3031-4712
Terbit
2026-08-30
Penerbit
FKIP Universitas Jambi
Bahasa
en

Abstrak

This study investigates how a corporate strategic framework, the McKinsey 7S model, was adapted to integrate Islamic organisational values within an Indonesian pesantren, and what this adaptation process reveals about value-framework integration in mission-driven institutions. Using a qualitative case study design, data were collected from nine purposively selected participants (VP1–VP4, T1, ES1, AL1, P1, S1) through triangulated observations, interviews, and document analysis, and analyzed with ATLAS.ti software using thematic coding guided by the McKinsey 7S elements. This integration was accomplished through three mechanisms: semantic alignment (adapting framework terminology to Islamic concepts), process modification (incorporating shura consultation into decision-making), and metric integration (measuring character development alongside academic achievement). Challenges emerged in staff resistance, resource allocation, and ongoing tensions between operational efficiency and Islamic consultative decision-making. Applicant data showed a two-year net change from 1,001 to 1,073 (a 7.2% increase across 2021–2023, inclusive of a 2022 decline), contextualised as institutional trajectory data rather than a causal outcome of the framework. The novelty of this research lies in the inductive development of a Value-Driven Framework Adaptation Model (VDFAM) from this single case, presented as a set of propositions requiring testing in other institutional contexts before transferability can be established. These findings contribute to educational management science by offering an empirically grounded account of how a Western management instrument was made acceptable within a pesantren through a process of systematic value harmonisation, providing both theoretical extension and practical guidance for mission-driven institutions navigating the tension between authenticity and competitiveness.

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40 penulis · 115 tautan kepenulisan bersama · 6 lintas organisasi

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  • Indonesia University of Education
  • State University of Jakarta
  • Universitas Almuslim
  • Afiliasi tidak diketahui
  • Organisasi berbeda
  • Organisasi sama
  • Afiliasi tidak diketahui
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Tampilkan sebagai tabel
Rekan penulisOrganisasiArtikel bersama
Johar PermanaAfiliasi tidak diketahui4
Dedy Achmad KurniadyIndonesia University of Education3
Aan KomariahAfiliasi tidak diketahui3
Diding NurdinIndonesia University of Education2
Nani HartiniAfiliasi tidak diketahui2
Welhelmina Febriana AyhuanIndonesia University of Education2
Taufani C. KurniatunAfiliasi tidak diketahui2
Yayah RahyasihAfiliasi tidak diketahui2
Capri Arista Dewi Anjaya AnjayaAfiliasi tidak diketahui2
Sitti NursetiawatiState University of Jakarta1
Dian Pertiwi JosuaState University of Jakarta1
Dwi AtmantoState University of Jakarta1
A. L. FardaniState University of Jakarta1
Insan ArfaniIndonesia University of Education1
Aan KomariahIndonesia University of Education1
Iwan AriesIndonesia University of Education1
Mochammad Devi Cahya RuhimatAfiliasi tidak diketahui1
Johar PermanaAfiliasi tidak diketahui1
Rifan ShodikinAfiliasi tidak diketahui1
Rahadyan Surya PradanaAfiliasi tidak diketahui1
Ira Nadya OctaviraAfiliasi tidak diketahui1
M. Rezeki MuamarAfiliasi tidak diketahui1
Siti NurlatifahAfiliasi tidak diketahui1
Yudi KusumahAfiliasi tidak diketahui1
Suryadi SuryadiAfiliasi tidak diketahui1
Mukhlis MukhlisAfiliasi tidak diketahui1
Djam’an SatoriIndonesia University of Education1
Danny MeirawanIndonesia University of Education1
Aam MuamarAfiliasi tidak diketahui1
Elin RosalinAfiliasi tidak diketahui1
Zaini HafidhIndonesia University of Education1
Liris RaspatiningrumAfiliasi tidak diketahui1
- Rida Dewi LestariAfiliasi tidak diketahui1
Marnita MarnitaUniversitas Almuslim1

Afiliasi berasal dari OpenAlex; metadata OAI-PMH jurnal tidak memuatnya. Penulis tanpa ID OpenAlex dicocokkan berdasarkan nama, sehingga dua orang bisa tergabung atau satu orang bisa terpisah.

Sumber metadata: OAI-PMH (metadata jurnal) https://online-journal.unja.ac.id/index.php/element/oai, pertama di-harvest 6 Nov 2026, terakhir terlihat 8 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en">McKinsey 7S Framework for Value-Based Institutional Branding in Educational Organizations: A Case Study of an Indonesian Pesantren</dc:title>
	<dc:creator xml:lang="en">Prihatin, Eka</dc:creator>
	<dc:creator xml:lang="en">Oktaviani, Firyal Fatin</dc:creator>
	<dc:creator xml:lang="en">Dikdik, Asep</dc:creator>
	<dc:creator xml:lang="en">Sururi, Sururi</dc:creator>
	<dc:creator xml:lang="en">Kurniatun, Taufani Chusnul</dc:creator>
	<dc:creator xml:lang="en">Bakar, Abu</dc:creator>
	<dc:subject xml:lang="en">educational management</dc:subject>
	<dc:subject xml:lang="en">islamic education</dc:subject>
	<dc:subject xml:lang="en">islamic values</dc:subject>
	<dc:subject xml:lang="en">McKinsey 7S</dc:subject>
	<dc:subject xml:lang="en">school branding</dc:subject>
	<dc:description xml:lang="en">This study investigates how a corporate strategic framework, the McKinsey 7S model, was adapted to integrate Islamic organisational values within an Indonesian pesantren, and what this adaptation process reveals about value-framework integration in mission-driven institutions. Using a qualitative case study design, data were collected from nine purposively selected participants (VP1–VP4, T1, ES1, AL1, P1, S1) through triangulated observations, interviews, and document analysis, and analyzed with ATLAS.ti software using thematic coding guided by the McKinsey 7S elements. This integration was accomplished through three mechanisms: semantic alignment (adapting framework terminology to Islamic concepts), process modification (incorporating shura consultation into decision-making), and metric integration (measuring character development alongside academic achievement). Challenges emerged in staff resistance, resource allocation, and ongoing tensions between operational efficiency and Islamic consultative decision-making. Applicant data showed a two-year net change from 1,001 to 1,073 (a 7.2% increase across 2021–2023, inclusive of a 2022 decline), contextualised as institutional trajectory data rather than a causal outcome of the framework. The novelty of this research lies in the inductive development of a Value-Driven Framework Adaptation Model (VDFAM) from this single case, presented as a set of propositions requiring testing in other institutional contexts before transferability can be established. These findings contribute to educational management science by offering an empirically grounded account of how a Western management instrument was made acceptable within a pesantren through a process of systematic value harmonisation, providing both theoretical extension and practical guidance for mission-driven institutions navigating the tension between authenticity and competitiveness.</dc:description>
	<dc:publisher xml:lang="en">FKIP Universitas Jambi</dc:publisher>
	<dc:date>2026-08-30</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:type xml:lang="en">Peer-reviewed Article</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://online-journal.unja.ac.id/element/article/view/59677</dc:identifier>
	<dc:identifier>10.22437/ws6vhz55</dc:identifier>
	<dc:source xml:lang="en">Educational Leadership and Management Journal; Vol. 4 No. 2 (2026): July - December 2026 (In Progress); 55-74</dc:source>
	<dc:source>3031-4712</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://online-journal.unja.ac.id/element/article/view/59677/25469</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2026 Educational Leadership and Management Journal</dc:rights>
</oai_dc:dc>