<![CDATA[Competition among primary schools has made reputation influential in parents’ school choices. This study examines how organisational identity, strategic communication, and stakeholder relationships are managed to build reputation and how these dimensions contribute to competitive advantage at SD Muhammadiyah Dadapan, Sleman, Yogyakarta. This qualitative study used a single holistic case study design. Five participants were purposively selected: the principal, two teachers, and two parents, one of whom was an alumnus. Data were collected from 5 January to 5 February 2026 through in-depth interviews, observation, and document analysis. Data analysis followed Miles’s interactive model: condensation, display, and conclusion drawing and verification. Trustworthiness was strengthened through source and method triangulation, participant confirmation, and prolonged observation. The findings show that the school’s reputation is shaped by three mutually reinforcing dimensions. First, its Islamic and Muhammadiyah identity is enacted through daily worship, memorisation activities, Hizbul Wathan, Tapak Suci, and the USMANI values. Second, strategic communication combines Instagram and WhatsApp with face-to-face communication and word-of-mouth recommendations, which help establish the credibility of information. Third, familial relationships, openness, parental involvement, and partnerships strengthen stakeholder trust. Together, these dimensions are associated with school differentiation, parental loyalty, and sustained enrolment interest. The study’s contribution lies in explaining how reputation can function as a strategic asset when identity, communication, and stakeholder relationships are managed as an integrated system rather than as separate public-relations activities. Since the study examines one case over a short data-collection period, its findings are context-specific and do not establish sustained competitive advantage]]>
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