https://ejournal.indafa.ac.id/index.php/al-umm/issue/feedAL-UMM : Progressive Research Journal 2026-09-30T13:27:31+00:00Open Journal Systems<p><strong data-start="140" data-end="183">Al-Umm: Journal of Progressive Research</strong> </p>https://ejournal.indafa.ac.id/index.php/al-umm/article/view/599KESENJANGAN NILAI DEKLARATIF DAN AKTUAL DALAM KULTUR ORGANISASI UIN MAULANA MALIK IBRAHIM MALANG2026-09-30T04:13:05+00:00Moh Nadhifnadhif@staima-alhikam.ac.idMuthmainnahinnahfaqoth@gmail.comMohammad Ridwanmuhammadridwan7877@gmail.comM. Yusuf Agungsubektiagung76@gmail.com<p><em>This article examines the gap between declared Islamic values and their actual enactment in the organizational culture of UIN Maulana Malik Ibrahim Malang. Rather than treating the presence of religious symbols, rituals, or formal value statements as evidence of successful internalization, the study asks when and how institutional values become observable practices. The research employs qualitative secondary analysis of a complete 2007 case-study report on Islamic value internalization at UIN Malang, containing interview excerpts, observations, institutional descriptions, and analytical findings. The historical corpus is reinterpreted through Schein's levels of organizational culture, Argyris and Schön's distinction between espoused theory and theory-in-use, and the institutional concept of decoupling. Recent studies on organizational culture in higher education and contemporary UIN Malang institutional documents are used as contextual comparison, not as substitutes for new field data. The analysis identifies five recurring gaps: professionalism versus uneven competence, participation versus coercive authority, love and cohesion versus political or primordial tensions, exemplary leadership versus inconsistent enactment, and institutionalized values versus dependence on leadership presence. The article argues that habituation should not automatically be equated with internalization. Values become substantive organizational culture when compliance moves toward reflective ownership, survives leadership turnover, shapes everyday decisions, and is reproduced through systems rather than personal authority alone. The study proposes a value-to-practice institutionalization model that connects declared values, translation mechanisms, enacted practices, and cultural sustainability.</em></p>2026-09-30T00:00:00+00:00Copyright (c) 2026 AL-UMM: Progressive Research Journal