Sustaining zero-fee education in Islamic boarding schools: A Tri-pillar strategic management model of philanthropy, social entrepreneurship, and spiritual capital

Abstract

Providing education without regular tuition creates a distinctive management challenge for Islamic boarding schools (pesantren), which must sustain educational and residential services amid uncertain financial resources. Existing research has highlighted philanthropy, pesantren economic activities, leadership, and social or spiritual capital, but limited attention has been given to how these resources are strategically combined within zero-fee educational systems. This study examines how three zero-fee pesantrens in Parung, Bogor Indonesia, mobilize, integrate, and manage diverse resources to sustain educational operations and develops an empirically grounded model of their strategic resource management. Using a qualitative multiple-case study design, the research purposively selected three pesantrens that provide education without regular tuition fees. Data were collected through semi-structured in-depth interviews with institutional leaders, financial and philanthropic managers, educators, administrative staff, donors, and parents, complemented by direct observations and analysis of financial and administrative documents. Thematic analysis was conducted through within-case and cross-case comparison, supported by source and methodological triangulation. The findings reveal three interconnected pillars: diversified philanthropic funding, community-based social entrepreneurship, and spiritual capital. Philanthropic resources provide external support; internal economic activities generate complementary resources; and spiritual capital strengthens staff commitment, community participation, and donor relationships. However, donor fluctuations, limited stakeholder participation, and weaknesses in digital financial reporting remain significant vulnerabilities. The study proposes a Tri-Pillar Management Model, emphasizing the strategic orchestration of financial, economic, relational, and spiritual resources. Practically, the model offers context-specific guidance for pesantren leaders seeking greater resource diversification and operational resilience.