Organizational Culture in Islamic Education Institution: An Analysis from a Historical Perspective
- 10.2991/icssis-18.2019.50How to use a DOI?
- Organizational culture, Islamic education institution, an Islamic boarding school
Organizational culture has a strategic role in encouraging and improving the effectiveness of organizational performance, both in the short and the long term. Organizational culture also acts as the social glue that binds fellow members of a common organization in shared vision and goals. This study is aimed to analyze the organizational culture of Pesantren(Islamic boarding school) Ar-Raudhatul Hasanah Paya Bundung Medan from the historical perspective. This research applied a qualitative approach through Case Study model design. The data collection technique used in this study involved face-to-face interviews, focus group discussion, observation, and documentation studies. The result shows that the uniqueness of this pesantren is founded on the initiative of the Karo family and the union of Karo Muslim scholars who did not graduate from pesantren but want their descendants to have good Islamic knowledge. It can be concluded from this study that the establishment of an Islamic boarding school by a group of people who do not graduate from Islamic education institution seems effective in creating a unique identity that makes it different any other similar institutions.
- © 2019, the Authors. Published by Atlantis Press.
- Open Access
- This is an open access article distributed under the CC BY-NC license (http://creativecommons.org/licenses/by-nc/4.0/).
Cite this article
TY - CONF AU - Syafaruddin AU - Muhammad Kaulan Karima AU - Fachruddin AU - Dedik AU - Sahkholid Nasution PY - 2019/05 DA - 2019/05 TI - Organizational Culture in Islamic Education Institution: An Analysis from a Historical Perspective BT - Proceedings of the 1st International Conference on Social Sciences and Interdisciplinary Studies (ICSSIS 2018) PB - Atlantis Press SP - 246 EP - 250 SN - 2352-5398 UR - https://doi.org/10.2991/icssis-18.2019.50 DO - 10.2991/icssis-18.2019.50 ID - 2019/05 ER -