Two Pathways to Competitiveness: Strategic Transformation of Islamic Universities under Capital Relocation

Ihsan Zikri Ulfiandi; Sutiah Sutiah; Moh. Padil; Indah Aminatuz Zahro; Zamroni Zamroni

doi:10.33650/jumpa.v6i2.16870

Two Pathways to Competitiveness: Strategic Transformation of Islamic Universities under Capital Relocation

DOI: https://doi.org/10.33650/jumpa.v6i2.16870

Authors

(1) * Ihsan Zikri Ulfiandi

(Universitas Islam Negeri Maulana Malik Ibrahim Malang)
        Indonesia
(2)  Sutiah Sutiah   (Universitas Islam Negeri Maulana Malik Ibrahim Malang)
        Indonesia
(3)  Moh. Padil   (Universitas Islam Negeri Maulana Malik Ibrahim Malang)
        Indonesia
(4)  Indah Aminatuz Zahro   (Universitas Islam Negeri Maulana Malik Ibrahim Malang)
        Indonesia
(5)  Zamroni Zamroni   (Universitas Islam Negeri Sultan Aji Muhammad Idris Samarinda)
        Indonesia
(*) Corresponding Author

Abstract

Islamic higher education institutions (PTKI) in Indonesia face growing pressure to turn institutional change into competitiveness. This pressure is especially strong for universities near the new capital city (IKN) in East Kalimantan. This study analyzes how two such institutions formulate and implement development strategies and how these strategies shape their competitiveness. A qualitative multiple-case design compared Universitas Islam Negeri Sultan Aji Muhammad Idris Samarinda (UINSI Samarinda) as a state university with Universitas Muhammadiyah Kalimantan Timur (UMKT) as a private one. Data from interviews with sixteen informants, participant observation, and institutional documents were examined through thematic and cross-case analysis. The findings reveal four interdependent dimensions of transformation. Governance reform came first and laid the base for human capital development, academic differentiation, and regional partnership. UMKT moved along an accelerative pathway driven by digital systems and performance incentives. UINSI Samarinda followed a consolidative pathway built on post-conversion restructuring and knowledge integration. Both gained public recognition through partnership, although the reputation of UINSI Samarinda grew faster than its research output. These findings imply that PTKI leaders and the Ministry of Religious Affairs should assess state and private institutions by the pathway each follows rather than by a single benchmark. Investment in lecturers also needs a clear mechanism that turns higher qualifications into scholarly output.

Keywords

Competitiveness, Institutional Development Strategy, Islamic Higher Education, Regional Engagement

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Jurnal Manajemen Pendidikan

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