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All Journal Al-Tahrir: Jurnal Pemikiran Islam Jurnal Promosi Pendidikan Ekonomi Jurnal Aplikasi Bisnis dan Manajemen (JABM) E-Journal Economica: Jurnal Ekonomi Islam Edukasi Islami: Jurnal Pendidikan Islam FONDATIA Jurnal Ilmiah Edunomika (JIE) Jurnal Ekonomi dan Bisnis Islam (JEBI) Jurnal Pendidikan Islam Enrichment: Journal of Multidisciplinary Research and Development
Ridwan, Muhtadi
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Religion Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Engineering Health Professions Social Sciences Other

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STRATEGY MODEL KEEP- GRASSROOT SYSTEM FOR IMPLEMENTING MANAGEMENT OF CHANGE: CASE STUDY TRANSFORMATION OF UIN SULTAN AJI MUHAMMAD IDRIS SAMARINDA Sari, Elly Kartika; Ridwan, Muhtadi; In’am Esha, Muhammad
Edukasi Islami: Jurnal Pendidikan Islam Vol. 14 No. 001 (2025): Edukasi Islami: Jurnal Pendidikan Islam (Spesial Issue)
Publisher : Sekolah Tinggi Agama Islam Al Hidayah

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30868/ei.v14i001.9339

Abstract

Background: This study investigates the leadership strategies employed in managing institutional transformation at Universitas Islam Negeri Sultan Aji Muhammad Idris Samarinda. Purpose: This study explores the change management strategy employed during the transformation of the State Islamic College (STAIN) Samarinda into the State Islamic Institute (IAIN), and ultimately into the State Islamic University (UIN) Sultan Aji Muhammad Idris Samarinda. Method: Employing a qualitative case study approach, data were gathered through in-depth interviews, observations, and documentation, with analysis conducted using NVivo 12 Pro software. Result: The findings reveal that the transformation process was guided by a leadership strategy referred to as the “KEEP-Grassroot System,” which emphasizes four interrelated dimensions: collaboration, enculturation, education, and participation. This strategy enabled leaders to facilitate inclusive decision-making, integrate local wisdom, promote educational values, and foster broad community engagement. The study argues that leadership in change management should not be oriented merely toward control, but rather toward enabling and facilitating institutional adaptation. Conclusion: This case highlights how effective leadership practices rooted in a grassroots approach can strengthen institutional identity, cultural integration, and organizational resilience. The research offers theoretical contributions to organizational change management and provides practical insights for higher education leaders seeking to implement sustainable transformations
Co-Authors ., Khusnudin Abdul Fatah Rusydi Achmad Sani Supriyanto Ahmad Barizi Ahmad Sholeh Falach, Alifya Nurul Febriyanti, Bela Selvia Imamul Hakim In’am Esha, Muhammad Johari, Fuadah Binti Juliansyah Juliansyah Kasuwi Saiban Khusnudin Khusnudin, Khusnudin Laila, Nuril Nur Ali Qanita, Ariza Said, Ghiffari Syauqy Sari, Elly Kartika SOLEH, BADRUS Syamsul Arifin Vivin Maharani Ekowati Wahidmurni Zenrif, Muchammad Fauzan