The K3N3 Formula in the Implications of Institutional Change Management of PTKIN with a Multi-Aspect Approach
Main Article Content
Abstract
Change management in Islamic higher education institutions presents unique complexities due to the interplay between spiritual values, academic structures, identity formation, and market competitiveness. Despite various transformation efforts, many institutions still lack an integrative framework that links the change process to measurable institutional outcomes. Institutional change in Islamic higher education institutions (PTKIN) is a response to external dynamics such as policies, the labor market, and technological developments. Similarly, internal dynamics are influenced by institutional vision and leadership practices. These dynamics require appropriate formulation to have a valuable impact on the organization. This article examines the implications of change management in Islamic higher education institutions (PTKIN). The purpose of this paper is to explore the implications of institutional change in PTKIN through the case of the transformation that occurred at UIN Sultan Aji Muhammad Idris (UINSI) Samarinda. The research method is a qualitative case study; data were obtained through observation, interviews, documentation, and analysis using NVivo 12 Pro. The results show the implementation of change management systematically it produces structured implications in the form of the K3N3 formula. The K3N3 concept is an abbreviation for 3K (institutional strength, identity strength, market strength) and 3N (competitive value, institutional image value, organizational selling point). Institutional strengthening (structure, accreditation, capacity), identity strengthening (name, philosophy of scientific integration), and market strengthening (graduate utilization) are each manifested as competitive value, institutional image, and organizational selling point. These findings offer a practical conceptual framework for PTKIN leaders who wish to manage institutional change sustainably.
Article Details
References
Baidowi, A. (2022). Manajemen Perubahan Pendidikan. Jambura Journal of Educational Management, 55–63. https://doi.org/10.37411/jjem.v3i1.1278
Bourner, M., & Bourner, P. (2012). Change Management. McGraw-Hill.
Burnes, B. (2017). Managing change (Seventh edition). Pearson.
Creswell, J. W. (2014). Research Design Qualitative Quantitative, and Mixed Methode Approaces (4th edn). Sage Publications.
Duryat, M., & Huda, N. (2020). Pendidikan dan Perubahan Sosial (Telaah Konseptual Pemikiran Pendidikan Mansoi=ur Fakih). K-Media.
Esha, M. I. (2022). PTAIN di Tengah Pusaran Perubahan: Analisis Kebijakan Publik Tentang Perubahan Kelembagaan dari Perspektif Nilai. Edulitera.
Fauzi, F., Fakhruddin, A. U., Syauqi, M. L., Suharsiwi, & Akhmad, F. (2021). Integrasi Keilmuan Jabalul Hikmah: Transisi, Transmisi dan Transformasi Akademik-Institusional. Rizquna.
Fitriyanto, A., & Utut, S. (2023). Analisis Filosofis Lambang Institut Agama Islam Negeri (IAIN) Pontianak. Pendidikan, Sosial Dan Keagamaan, Volume 21 Nomor 1. https://doi.org/DOI:%2520https://doi.org/10.53515/qodiri
Kamiya, K., Röscheisen, M., & Winograd, T. (1996). Grassroots: A system providing a uniform framework for communicating, structuring, sharing information, and organizing people. Computer Networks and ISDN Systems, 28(7–11), 1157–1174. https://doi.org/10.1016/0169-7552(96)00026-8
Khoeron, K., Maftuhah, M., Tobroni, T., & Faridi, F. (2025). Tranformasi Kelembagaan Pesantren Tremas Adaptasi dan Inovasi di Era Digital. PROGRESSA: Journal of Islamic Religious Instruction, 9(1), 63–76. https://doi.org/10.32616/pgr.v9.1.501.63-76
Kusumastuti, E. (2020). Hakekat Pendidikan Islam: Konsep Etika dan Akhlak Menurut Ibnu Myskawaih. Jakad Media Publishing.
Mirfani, A. M. (2017). MANAJEMEN PERUBAHAN PADA SATUAN PENDIDIKAN DASAR. Jurnal Administrasi Pendidikan, 13(1). https://doi.org/10.17509/jap.v23i1.5575
Muda, F. P. (2024). Change Management in Indonesian Higher Education: Systematic Analysis Based on Literature Review. Journal of Social Science Utilizing Technology, Vol.2 No.3 2024, 335. https://doi.org/10.70177/jssut.v2i3.1197
Munthe, I. H. N., & Aslami, N. (n.d.). Peran Kepemimpinan dalam Manajemen Perubahan Organisasi.
Prado, M. M., & García, K. G. (2017). Organisational change in higher education institutions: A case study on restructuring the School of Social and Humanistic Sciences.
Project Management Institute (Ed.). (2013). Managing change in organizations: A practice guide. Project Management Institute, Inc.
Ramli, R., & Rama, B. (2023). Perkembangan Perguruan Tinggi Islam Di Indonesia. JUPEIS : Jurnal Pendidikan dan Ilmu Sosial, 3(1), 42–54. https://doi.org/10.57218/jupeis.Vol3.Iss1.999
Rothwell, W. J., Imroz, S. M., & Bakhshandeh, B. (2021). Organization Development Interventions: Executing Effective Organizational Change (1st edn). Productivity Press. https://doi.org/10.4324/9781003019800
Suprayogo, I. (2012). Spirit Islam: Menuju perubahan & kemajuan (Cetakan I). UIN-Maliki Press.
Sveningsson, S., & Sorgarde, N. (2020). Managing Change In Organization. Sage Publications.
Syaroh, M. (2023). Kepemimpinan dan Perilaku Organisasi Pendidikan (Kepemimpinan dalam Pendidikan. COMSERVA : Jurnal Penelitian dan Pengabdian Masyarakat, 3(03), 1189–1200. https://doi.org/10.59141/comserva.v3i03.835
Tampubolon, M. P. (2020). Change Management Manajemen Perubahan: Individu, Tim Kerja, Organisasi. Mitra Wacana Media.
Zaenuri, A. (2018). Transformasi Kelembagaan Perguruan Tinggi Agama Islam Dan Pengaruhnya Terhadap Manajemen Kelembagaan. Transformasi : Jurnal Kepemimpinan & Pendidikan Islam, 2(1), 17–35. https://doi.org/10.47945/transformasi.v2i1.312