Stakeholder pressure to obtain world-class status among Indonesian universities

Supriharyanti

Sabar

et al. 2021

APJBA

Self Cite

PurposeTo examine three dimensions of organisational change capacity (OCC) which have been proposed sequentially in the following order: OCC for change will affect process capacity for change and develop context capacity for change. Specifically, this study explores the moderating effects of coercive pressure.Design/methodology/approachTo test the proposed hypotheses, this study conducted survey among middle-level leaders of the 11 top universities (autonomous higher education institutions – AHEIs) in Indonesia. This study used a sample of 92 respondents, deans 21 and vice deans 71 of 11 top Indonesian universities. To test data processing using the SmartPLS 3.0 tool.FindingsThe findings indicate that learning capacity for change is the starting point of OCC, and it influences process capacity and context capacity for change. Coercive pressure strengthens the relationship between learning capacity and context capacity for change. Further, context capacity for change determines organisational performance.Originality/valueThis study empirically examines the OCC construction mechanism as follows: learning capacity for change influences process capacity for change and then has an effect on the OCC for change, which ultimately affects organisational performance.

Section: Methodsmentioning

confidence: 99%

Organisational change capacity and performance: the moderating effect of coercive pressure

Supriharyanti

Sabar

et al. 2021

APJBA

Self Cite

“…Higher education is currently undergoing a significant process of restructuring to increase competitiveness and positioning in a global context (Deem et al , 2008) through stakeholders that play a role in encouraging higher education to increase their performance through ranking. Government, industry and society, as external stakeholders (Ma and Todorovic, 2011) drive the dynamics of higher education, which then causes reactions from internal stakeholders to make a change (Sukoco et al , 2021). Within a dynamically changing environment, the issue of how organisations develop the capacity for rapid adaptation, innovation and flexibility emerge as a potential new construct (Judge and Elenkov, 2005; Klarner et al , 2008).…”

Section: Literature Reviewmentioning

confidence: 99%

“…For existing and potential students, university rankings reflect academic excellence as a cue for choices related to their careers (Taylor and Braddock, 2008; Tholen, 2014) as demanded by industries that expect a university to provide graduates with a global standard education (Gunn and Mintrom, 2013). Furthermore, alumni pay attention to higher university rankings to increase their employability (Sukoco et al , 2021). Furthermore, the increasing concern of both national and global media creates attitudes that have an impact on public opinion and behavioural academia and decision-making (Hazelkorn and Gibson, 2017).…”

Section: Higher Education Performancementioning

confidence: 99%

“…Furthermore, the increasing concern of both national and global media creates attitudes that have an impact on public opinion and behavioural academia and decision-making (Hazelkorn and Gibson, 2017). Therefore, both administrators and policymakers use ranking positions as a performance measurement, periodically determining certain ranking targets that must be achieved by higher education institutions (Sukoco et al , 2021).…”

Section: Higher Education Performancementioning

confidence: 99%

See 1 more Smart Citation

Market orientation and capacity for change in higher education performance in Indonesia

Choirunnisa

Mudzakkir

et al. 2021

JABS

Self Cite

Purpose Changes are inevitable and organisations should develop their organisational capacity for change (OCC) to survive. This paper aims to test the effect of market orientation on OCC (learning, process and context), as well as the impact of OCC on organisational performance. Design/methodology/approach This research used a survey of 314 heads of study programmes in Indonesia’s highest-ranked universities to test the proposed hypotheses. Findings The results of this research demonstrate that OCC is determined by customer orientation and cross-functional coordination (market orientation), while competitor orientation influences the learning dimension of OCC. Moreover, only the context dimension of OCC positively influences organisational performance in addition to serving as a mediator between market orientation (customer orientation and cross-functional coordination) and organisational performance, whereas competitor orientation positively influences organisational performance. Originality/value This paper empirically tested the three dimensions of OCC (learning, process and context) that had previously been discussed only conceptually. Furthermore, the organisation should be market-oriented to possess the capacity for change. Finally, the paper proposes and demonstrates that organisational context (culture) plays a significant role in OCC in developing organisational performance.

“…Some studies have also investigated in other countries such as Kazakhstan, Canada, Singapore and Brazil, in either regional or international studies. These countries became the context of WCU studies due to heightened concern about achieving the status, mostly driven by the government and other stakeholders (Sukoco et al, 2021). Table 4 shows countries studied in WCU research.…”

Section: Countries Under Investigationmentioning

confidence: 99%

World-class universities: past and future

Mudzakkir

Suwignjo

2022

IJEM

Self Cite

PurposeIn recent years, though a growing body of research has emerged on world-class universities (WCUs), studies in this field remain limited. The purpose of this study is to identify and describe the research gap and provide a future direction for WCU research. This paper highlights the key theoretical approaches, methods, journals, unit analyses, authors, themes, countries and papers in this field. It also outlines the antecedents and consequences of WCU status.Design/methodology/approachThis study collected all research related to WCUs published from 2004 to 2020. In total, 47 studies of the 435 found on Scopus and Web-of-Science are included in the review.FindingsThe results show that though the body of WCU literature is growing, it is fragmented in terms of theoretical frameworks, methodology, countries studied and unit analyses. This study also found that national, organisational and individual factors are among the antecedents and organisational and individual consequences of WCUs.Originality/valueThis study investigates existing gaps in the WCU literature and identifies new research directions for future research. Further, this study scrutinises existing studies to determine how universities have used a variety of methods and theories to achieve WCU status across numerous countries and settings. Finally, this study develops an antecedents and consequences WCU framework to synthesise existing studies.