<![CDATA[This study examines how leading madrasahs formulate, implement, and experience the implications of Blue Ocean Strategy (BOS) for developing institutional quality, recognition, and human resource character. Previous studies have mainly discussed BOS as a strategy for institutional differentiation, while giving limited attention to how value creation is configured across these three dimensions in madrasah contexts. This study employed a qualitative multiple-case study at MIN 1 Malang and MI Unggulan Sabilillah Lamongan. Data were collected through interviews, non-participant observation, and documentation involving 21 informants and were analyzed using single-case and cross-case analysis. The findings show that BOS was formulated through stakeholder participation and implemented through external partnerships, differentiated student and human resource development, and integrated educational services. These practices created distinctive educational value by combining institutional resources, external networks, human potential, and stakeholder-oriented services. The study contributes to BOS research by proposing a value-creation configuration comprising three interconnected mechanisms: reconfiguring institutional resources and networks, differentiating human resources and student development, and integrating educational services based on stakeholder needs. The findings suggest that BOS can be interpreted as a context-dependent approach to value creation in madrasah development.]]>
