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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) · pp. 55–74

DOI
10.22437/ws6vhz55
ISSN
3031-4712
Published
2026-08-30
Publisher
FKIP Universitas Jambi
Language
en

Abstract

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.

Keywords

Collaboration network of the authors

40 authors · 97 co-authorship links · showing the 40 most connected

Hover or tap a name to highlight its co-authors. Double-click to open the author's page.

  • State University of Jakarta
  • University of Singaperbangsa Karawang
  • State University of Semarang
  • Indonesia University of Education
  • Universitas Islam Negeri Antasari Banjarmasin
  • Universitas Airlangga
  • Affiliation unknown
  • Different organisations
  • Same organisation
  • Affiliation unknown
  • Thicker line = more joint articles · bigger circle = more articles
Show as table
Co-authorOrganisationJoint articles
Aan KomariahAffiliation unknown5
Johar PermanaAffiliation unknown5
Afrida AfridaAffiliation unknown4
Aulia SanovaAffiliation unknown4
Ninuk Dian KurniawatiAffiliation unknown4
Haryanto HaryantoAffiliation unknown3
Laily HidayatiState University of Semarang3
Siti Nur QomariahAffiliation unknown3
Dedy Achmad KurniadyAffiliation unknown3
Diding NurdinIndonesia University of Education2
Nani HartiniAffiliation unknown2
Zaini HafidhAffiliation unknown2
Muhaimin MuhaiminUniversitas Islam Negeri Antasari Banjarmasin2
Nursalam NursalamAffiliation unknown2
Ah YusufUniversitas Airlangga2
Bhakti PermanaAffiliation unknown2
Taufani C. KurniatunAffiliation unknown2
Yayah RahyasihAffiliation unknown2
Sitti NursetiawatiState University of Jakarta1
Dian Pertiwi JosuaState University of Jakarta1
Dwi AtmantoState University of Jakarta1
A. L. FardaniState University of Jakarta1
Putri NabilaAffiliation unknown1
I Putu Eka WijayaAffiliation unknown1
Putri NabilaUniversity of Singaperbangsa Karawang1
Abu BakarUniversity of Singaperbangsa Karawang1
I Putu Eka WijayaUniversity of Singaperbangsa Karawang1
Insan ArfaniAffiliation unknown1
Nasuka NasukaAffiliation unknown1
Imam SabtosaAffiliation unknown1
Wiga Nurlatifa RomadhoniAffiliation unknown1
Adiska Rani Ditya CandraAffiliation unknown1
Rizam Ahada Nur UlinnuhaAffiliation unknown1
Agus KurniadiAffiliation unknown1

Affiliations come from OpenAlex; journal OAI-PMH metadata carries none. Authors without an OpenAlex ID are matched by name, which can merge or split people.

Metadata source: OAI-PMH (metadata jurnal) https://online-journal.unja.ac.id/index.php/element/oai, first harvested 6 Nov 2026, last seen 8 Nov 2026.
Original metadata (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>
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