Change Management In The Digital Transformation Of Pesantren-Based Madrasahs: Strategies For Preserving Traditional Values Amid Educational Modernization

Abstract

Digital transformation in pesantren-based madrasahs does more than transfer administrative and learning activities to digital devices; it also changes workflows, authority, competencies, and patterns of relationships among educational actors. This study analyzes the change-management process, leaders’ strategies for aligning digital transformation with institutional systems and culture, and efforts to preserve traditional values amid educational modernization at MA Miftahul Ulum Bengak, Wongsorejo, Banyuwangi. The study employed a qualitative case-study design. Data were obtained from 12 purposively selected informants representing the pesantren foundation or governing body, madrasah leaders, teachers, technology administrators, administrative staff, students, parents, and alumni. Data were collected through semi-structured interviews, observation, and document analysis and were analyzed through data condensation, thematic coding, matrix displays, and conclusion drawing; trustworthiness was strengthened through source and method triangulation and member checking. The findings reveal three main patterns: change proceeded gradually through needs diagnosis, team formation, piloting, mentoring, evaluation, and institutionalization; leaders employed value-based and participatory leadership together with selective technology-use policies; and traditions were preserved by positioning adab, talaqqī, teacher and kiai role-modelling, congregational discipline, and Islamic studies as normative boundaries for transformation. The study proposes a model of digital change in pesantren-based madrasahs that positions technology as a means of strengthening governance and learning without displacing pedagogical authority or the institution’s traditional identity.