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Principal Strategic Management at Widang Vocational School, Tuban Regency: Manajemen Strategi Kepala Sekolah di SMKN Widang Kabupaten Tuban Zudi Hariyanto; Ida Rindaningsih
Indonesian Journal of Innovation Studies Vol. 27 No. 1 (2026): January
Publisher : Universitas Muhammadiyah Sidoarjo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21070/ijins.v27i1.1062

General Background School principals act as primary leaders responsible for educational success, organizational management, and teacher competence enhancements. Specific Background This descriptive qualitative study investigates the strategic management implemented by the principal at SMK Negeri Widang Tuban Regency to support teacher performance, alongside monitoring evaluations and associated obstacles. Knowledge Gap Although administrative strategies are crucial, practical execution often suffers from constraints such as inadequate facilities, limited teacher technology mastery, and suboptimal monitoring schedules. Aims This study aims to identify and analyze principal strategies, monitoring evaluations, and strategic implementation obstacles. Results Findings show that principals utilize motivation and training strategies, combined with observational monitoring, interviews, and discussions, though faced with infrastructure shortages, low technology proficiency, and scheduling issues. Novelty This work details the practical synchronization of personal familial approaches, work motivation, and structured academic supervision within a vocational secondary school setting. Implications These findings establish that reinforcing principal leadership approaches, upgrading school facilities, and improving supervisory scheduling are vital for overcoming performance barriers and optimizing educator effectiveness. Highlights: Principal strategies rely on personal familial approaches, work motivation, and professional training programs to foster educator development and work ethic. Monitoring and evaluations are executed via classroom observations, instructional interviews, and evaluative discussions to measure institutional program success. Primary implementation barriers include inadequate infrastructural facilities, low technological mastery among teachers, and rigid supervisory scheduling. Keywords: Principal Strategy, Monitoring and Evaluation, Teacher Performance, School Management, Vocational Education

The Implementation of Humanistic Management in SMP Muhammadiyah Plus: Implementasi Manajemen Humanis di SMP Muhammadiyah Plus Wirawan; Ida Rindaningsih
Indonesian Journal of Innovation Studies Vol. 27 No. 2 (2026): April
Publisher : Universitas Muhammadiyah Sidoarjo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21070/ijins.v27i2.1299

General Background Modern educational administration increasingly shifts toward integrating human values to nurture individual potential and school culture. Specific Background Although humanistic values are widely advocated, clear practical frameworks for principal leadership in secondary schools remain limited. Knowledge Gap Existing literature lacks empirical operational models detailing bottom-up humanistic management practices within school governance. Aims This study describes humanistic management implementation at SMP Muhammadiyah Plus Mojokerto and derives a practical operational model. Results Qualitative phenomenological evidence demonstrates that principal leadership incorporates integrity, comprehensive knowledge, human dignity, professional development, transcendence, and school sustainability through bottom-up decision-making. Novelty The research establishes a structured framework combining participatory governance, positive discipline, and stakeholder involvement in planning, execution, and evaluation. Implications Educational leaders can adopt this model to strengthen institutional capacity, cultivate supportive learning environments, and improve student character development. Key Findings Highlights School leaders execute humanistic management across integrity, human dignity, professional development, and sustainability. Policy formulation relies on bottom-up collaboration involving teachers and administrative staff in planning, execution, and evaluation. The approach fosters internal positive discipline and enhances institutional reputation alongside student character growth. Keywords : Humanistic Management, School Leadership, Educational Governance, Participatory Decision-Making, Academic Institutional Development

Marketing Management Development Strategy of SMP Muhammadiayah 3 Kutorejo Based on The Delta Model: Strategi Pengembangan Manajemen Pemasaran SMP Muhammadiayah 3 Kutorejo Berbasis The Delta Model Mokhammad Nafiudin; Ida Rindaningsih
Indonesian Journal of Innovation Studies Vol. 27 No. 2 (2026): April
Publisher : Universitas Muhammadiyah Sidoarjo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21070/ijins.v27i2.1938

General Background: Islamic educational institutions face increasing competition and changing community needs, requiring structured marketing management. Specific Background: SMP Muhammadiyah 3 Kutorejo experiences fluctuations in new student enrollment amid competition from surrounding schools. Knowledge Gap: The school requires a structured marketing development approach that addresses product, customer, and relationship dimensions. Aims: This study formulates a marketing management development strategy using The Delta Model and identifies related challenges and opportunities. Results: Using an exploratory descriptive qualitative approach through interviews, observations, and documentation, the study identifies three strategic pillars: Best Product, Total Customer Solution, and Lock-In. Challenges include diverse student input, resource requirements, competition, economic conditions, and public concerns regarding Muhammadiyah, while opportunities include flagship programs, optimal services, social media publication, and community relationships. Novelty: The study applies the three-pillar framework to the specific context of SMP Muhammadiyah 3 Kutorejo. Implications: Integrated implementation supports planned promotion, quality programs, customer relationships, and a sustainable educational ecosystem. Key Findings Highlights Best Product integrates Qur’anic learning, tahfidz, religious activities, and inclusive education. Customer-oriented services address parents’ educational needs through involvement and quality services. Alumni networks, social media, and partnerships support long-term community relationships. Keywords : Development Strategy, Marketing Management, The Delta Model, Educational Marketing, Customer Relationship

Formulation of Promotion Strategy Based on SWOT Analysis at MI Muhammadiyah 02 Menongo: Perumusan Strategi Promosi Berdasarkan Analisis SWOT MI Muhammadiyah 02 Menongo Nur Kholilah; Ida Rindaningsih
Indonesian Journal of Innovation Studies Vol. 27 No. 3 (2026): July
Publisher : Universitas Muhammadiyah Sidoarjo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21070/ijins.v27i3.1967

General Background: Competition among educational institutions and declining student numbers challenge the sustainability of primary Islamic schools. Specific Background: MI Muhammadiyah 02 Menongo faces declining enrollment alongside weaknesses in school management, infrastructure, funding, and digital promotion. Knowledge Gap: Limited studies specifically connect educational promotion strategies with SWOT analysis at the Madrasah Ibtidaiyah level in rural or semi-urban settings. Aims: This study formulates a promotion strategy for attracting new students through SWOT analysis. Results: Six strategies were identified, including strengthening POAC management, developing internal human resources, establishing partnerships, mobilizing community support, and optimizing digital media. Novelty: The study integrates internal and external SWOT conditions into a context-specific promotion strategy for MI Muhammadiyah 02 Menongo. Implications: Coordinated institutional improvement and external opportunity utilization can guide sustainable promotional planning. Key Findings Highlights Management weaknesses constrain program implementation. Community partnerships provide recruitment opportunities. Digital media supports school promotion and branding. Keywords : SWOT Analysis, Promotion Strategy, New Student Recruitment, Madrasah Ibtidaiyah, School Management

Innovation Of Instructional Environments Shaping Parental Elementary School Choice: Inovasi Lingkungan Pembelajaran Dalam Membentuk Keputusan Orang Tua Memilih Sekolah Dasar Wahyu Lestari; Ida Rindaningsih
Indonesian Journal of Innovation Studies Vol. 27 No. 3 (2026): July
Publisher : Universitas Muhammadiyah Sidoarjo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21070/ijins.v27i3.2257

General Background Modern elementary education increasingly integrates diverse instructional environments to fulfill students' developmental needs and create meaningful learning experiences. Specific Background SD Muhammadiyah Bangil implemented both structured indoor learning methodologies and varied outdoor learning programs, which coincided with a significant increase in new student enrollment. Knowledge Gap Although previous studies frequently explore the outcomes of instructional settings on student motivation, quantitative research specifically analyzing these environments as direct determinants of parents' decision-making processes when selecting schools remains highly limited. Aims This study analyzes the partial and simultaneous role of indoor learning and outdoor learning on parents' decisions in choosing SD Muhammadiyah Bangil. Results A quantitative ex post facto causal explanatory design using simple random sampling on ninety prospective parents revealed that outdoor learning exerted a positive and significant role. In contrast, indoor learning had no significant independent role. However, analyzed simultaneously, both variables significantly affected parental decisions, contributing 13.4% to the variance, while 86.6% was attributed to external factors not examined in this model. Novelty This research distinctly positions instructional environments—specifically the contrast between indoor and outdoor learning—as critical marketing and perceptual components dictating consumer choice in education. Implications Educational institutions must strategically develop and promote experiential outdoor learning programs as a primary competitive advantage to attract prospective parents while maintaining high-quality indoor instructional standards. Highlights: Outdoor learning significantly and positively dictates parents' decisions when selecting an elementary school. Indoor learning, when analyzed independently, does not significantly alter parental school choice preferences. Combined instructional environments contribute 13.4% to the overall variance in parental decision-making. Keywords: Outdoor Learning, Indoor Learning, Parental Decisions, Educational Innovation, Elementary Schools

Implementation of an Integrated Digital System to Enhance School Management Efficiency: Implementasi Pemanfaatan Sistem Digital Terpadu dalam Efesiensi Manajemen Sekolah Nur Azizah; Ida Rindaningsih
Indonesian Journal of Innovation Studies Vol. 27 No. 3 (2026): July
Publisher : Universitas Muhammadiyah Sidoarjo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21070/ijins.v27i3.2261

General Background: Digital transformation requires schools to integrate technology into management to support efficient, transparent, and responsive services. Specific Background: SD Muhammadiyah Bangil implements CERdig, an integrated digital system connecting academic services, student administration, finance, and parent communication. Knowledge Gap: Primary schools still face fragmented applications, limited digital literacy, inadequate infrastructure, and challenges in implementing integrated systems across management functions. Aims: This study describes CERdig implementation for school management efficiency. Results: Using a descriptive qualitative approach, participant observation, interviews, and documentation, the study found that CERdig accelerates assessment, attendance, administration, financial reporting, information dissemination, and data-driven decision-making, while fostering collaborative, adaptive, transparent, and data-driven work practices. Novelty: The study presents integrated digital management as a unified platform linking academic, administrative, financial, student, and parent communication services. Implications: Continuous user assistance, digital literacy development, and stable internet connectivity are needed for sustainable implementation. Key Findings Highlights Academic, student, financial, and communication services became accessible through one platform. Administrative processing, reporting, and information dissemination became faster and more organized. User assistance supported system adoption despite digital literacy and connectivity barriers. Keywords: Integrated Digital System, CERdig, School Management, Data-Driven Decision-Making, Digital Transformation

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