Article Per Year (5 Year)
p-Index From 2021 - 2026
0.444
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All Journal Indonesian Journal of Management and Economic Research
Ervana Chyrinne
Universitas Insan Pembangunan Indonesia, Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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Integrating Strategic Management into Academic Administration: Enhancing Institutional Performance in Universities Masduki Asbari; Tias Pramono; Gusli Chidir; Dwi Ferdiyatmoko Cahya Kumoro; Ervana Chyrinne
International Journal of Management and Economic Research (IJOMER) Vol 2 No 01 (2025): Indonesian Journal of Management and Economic Research
Publisher : Yayasan Aya Sophia Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70508/dwynbc96

Abstract

The evolving complexities of higher education institutions demand innovative governance strategies that integrate strategic management into academic administration. This study explores the conceptual and operational dynamics of such integration and its impact on institutional performance. Employing a qualitative multi-case design across selected Indonesian universities, the research analyzes leadership agency, strategic alignment mechanisms, and digital enablement within academic operations. Data were collected through semi-structured interviews, document analysis, and focus group discussions, and analyzed using thematic content analysis and grounded theory principles. Findings reveal that strategic integration fosters institutional coherence, enhances responsiveness to change, and improves key performance indicators such as accreditation outcomes, research productivity, and stakeholder satisfaction. Leadership plays a central role in mediating strategic intent and administrative execution, while digital tools support transparency and real-time decision-making. Despite structural and cultural barriers—including siloed governance and limited strategic literacy—institutions that adopt participatory and adaptive approaches demonstrate greater strategic maturity. This study contributes to the literature by offering a multi-level framework for embedding strategic management within academic workflows. The model emphasizes the importance of transformational leadership, collaborative planning, and digital infrastructure in achieving strategic coherence. Implications for practice include the need for strategic capacity-building, integrated planning systems, and policy support for institutional alignment. Recommendations for future research include comparative studies across diverse national contexts and longitudinal assessments of strategy-performance linkages.
The Role of Educational Leadership in Shaping Regional Human Capital: Evidence from Banten Province Ervana Chyrinne; Erni Taruli Pebrina; Gusli Chidir; Hatoli Waruwu; Jainuri Jainuri
International Journal of Management and Economic Research (IJOMER) Vol 3 No 2 (2026): Indonesian Journal of Management and Economic Research
Publisher : Yayasan Aya Sophia Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70508/fkfax908

Abstract

Regional human capital development represents a critical factor in sustainable economic growth and competitiveness, particularly in emerging market contexts experiencing rapid industrialization. This qualitative descriptive study explores how educational leadership contributes to regional human capital development in Banten Province, Indonesia. Through multi-stakeholder qualitative inquiry involving 25 participants across educational institutions, industry, government, and community sectors, this research identifies six key educational leadership practices that systematically support workforce readiness, talent formation, and regional competitiveness. Thematic analysis using triangulation protocols (source, method, and theory) reveals that transformational leadership, ecosystem development, curriculum innovation, and strategic stakeholder collaboration function as integrated mechanisms linking educational leadership to human capital outcomes. The integrated Educational Leadership–Human Capital Development Framework positions educational leaders as strategic regional actors whose visionary practices, collaborative approaches, and commitment to competency development directly enhance labor market alignment and regional prosperity. This research extends Human Capital Theory and Educational Leadership Theory by demonstrating that educational leadership operates not merely as an organizational phenomenon but as a strategic mechanism for regional human capital systems strengthening. Practical implications address educational leaders, policymakers, industry partners, and workforce development practitioners seeking to strengthen regional competitiveness through coordinated educational leadership initiatives. This study contributes novel empirical evidence from an emerging market context, filling a significant research gap regarding educational leadership's role in regional development beyond school and university boundaries.
Co-Authors Dwi Ferdiyatmoko Cahya Kumoro Erni Taruli Pebrina Gusli Chidir Hatoli Waruwu Jainuri Jainuri Masduki Asbari Tias Pramono