Improving Competitiveness Through Vocational and Higher Education: Indonesia’s Vision For Human Capital Development In 2019–2024

Indrawati, Sri Mulyani; Kuncoro, Ari

doi:10.1080/00074918.2021.1909692

Cited by 73 publications

(53 citation statements)

References 21 publications

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“…According to a compilation of these consequences, the pandemic might diminish the world's learning-adjusted average years of schooling (Azevedo, Hasan, Goldemberg, Geven, & Iqbal, 2021). Without a significant governmental reaction today, epidemic's impact on human capital is similar like linger for decades, lowering the country's productivity and economic potential (Indrawati & Kuncoro, 2021).In many nations, when a kid of today becomes a worker of tomorrow, the child could be hard to getting employment, or when he or she got the employment, the job may couldn't be the one for the child could utilize his or her cognitive talents and capacities to boost production. Human resources are underused in this instance (Hjálmsdóttir & Bjarnadóttir, 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

Why is Human Capital Investment Not Immediate Impact? Investigating the Impact of Human Capital, Financial Capital, and Technological Capital on Economic Growth in Malaysia

Allen¹,

Drean²

2022

TMJI

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This study's objective for look at short-term and long-term effects of production parameters (money, people, technology) on national production (GDP). In this study, the money factor is indicated by total investment nationally, the human factor is indicated by work participation (workers), and human capital (total investment in education and health nationally). Our technology factor uses the indicator of total technology investment nationally (Total investment in science and technology research and development plus technology imports). This study uses secondary data obtained from the World Bank for the period 1985 to 2020. The Distributed’s Autoregressive Lag Method was used in this research. Some investigation found something about investment to the human resources cannot be directly felt in the short term because the impact given in investment in human resources requires a process before it has an impact on national production. However, financial capital, work participation, and technology can be felt immediately in the short term. Human Capital are very important. This requires good attention in supporting the improvement of human capital. Human capital investment is beneficial in the long term and having a significant effect to the long term.

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Section: Literature Reviewmentioning

confidence: 99%

Why is Human Capital Investment Not Immediate Impact? Investigating the Impact of Human Capital, Financial Capital, and Technological Capital on Economic Growth in Malaysia

Allen¹,

Drean²

2022

TMJI

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“…A systemic solution that can be done is to carry out long-term achievement-oriented strategic planning. In this case, educational institutions accommodate the needs of graduates in facing the VUCA era (Elkington et al, 2017;Indrawati & Kuncoro, 2021).…”

Section: J E Ementioning

confidence: 99%

Entrepreneurial Based University: Case Study Approach

Prasetyo

Novita

2022

j. of economics education and entrepreneurship

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Because the college administration was critical in the development of student entrepreneurship competency, effective policy models were required. Entrepreneurial-based university (EBU) is breaking into one of the chance-leading strategies of developing an effective entrepreneurial development program within a spiritual religious framework. The purpose of this study is to examine how college entrepreneurship management is implemented in West Sumatra province to foster student entrepreneurship. The research was qualitative in nature, with descriptive analysis techniques used. Techniques for data retrieval include interviews, structured stickies, and observation. The research is being carried out at Universitas Negeri Padang (UNP) of West Sumatra Province. The framework of the factual model of college entrepreneurial management was built on the factual data of subsequent research results. The results show that development programs are carried out through the optimization of student activity units. Through the effective implementation of managerial functions of strategic policy planning in the form of statutes, strategic plans, designation of campus development priority programs, establishment of business units, and entrepreneurship programs, leadership plays a role in developing student entrepreneurship; Organizing functions are performed in the form of task formalization and managing restructuring; leadership functions in the concept of view, appreciate, leading, understand, and evaluate (VALUE) in the spiritual religious frame–muslimpreneur; and supervision functions are performed both against program implementation and budget liability in the development of student entrepreneurship.

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“…Kompleksitas kebutuhan dunia industry menuntut efektivitas pengelolaan perguruan tinggi sehingga mampu menciptakan lulusan yang berkualitas (Indrawati & Kuncoro, 2021). Hal tersebut selaras dengan pasar kerja yang Sukatin, Sukatin; Muhammad Rizkal Fajri; Budaya Organisasi dalam Menciptakan Daya Saing Menuju Sustainabilitas Perguruan Tinggi 13 semakin kompetitif.…”

Section: Model Strategi Keunggulan Bersaing Dalam Kajian Sustainability Development Perguruan Tinggiunclassified

Budaya Organisasi dalam Menciptakan Daya Saing Menuju Sustainabilitas Perguruan Tinggi

Fajri

Sukatin

2021

idarah

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Organizational culture is believed to be an enabler in increasing competitive advantage in higher education. This article evaluates the introduction of higher education into the development agenda and the introduction of sustainable development goals (SDGs) as a parallel but fragmented multilateral agenda and university reorientation. The research method uses qualitative methods with data from interviews, observations and documentation. The results of the study show the manifestation of organizational culture in creating a competitive advantage for universities. The research findings highlight the framework of the organizational culture building model and its framework (competing value framework). In addition, the results of the study indicate the need for strategic planning; adaptation of technological renewal through the practice of a culture of innovation; development of a partnership-based higher education network; interpersonal modalities of higher education service quality; performance improvement through service systems and effective leadership. The focus of attention leads to a competitive advantage strategy model based on university sustainability development. The important role of multi-stakeholder networks is to become a liaison facilitator who mediates between organizational culture and university competitive advantage. The originality of the value of this research contributes to filling the gaps in the literature on cultural studies and organizational behavior in the higher education sector, where studies on organizational culture in relation to creating competitive universities and or organizational resilience are still limited to date.

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Improving Competitiveness Through Vocational and Higher Education: Indonesia’s Vision For Human Capital Development In 2019–2024

Cited by 73 publications

References 21 publications

Why is Human Capital Investment Not Immediate Impact? Investigating the Impact of Human Capital, Financial Capital, and Technological Capital on Economic Growth in Malaysia

Why is Human Capital Investment Not Immediate Impact? Investigating the Impact of Human Capital, Financial Capital, and Technological Capital on Economic Growth in Malaysia

Entrepreneurial Based University: Case Study Approach

Budaya Organisasi dalam Menciptakan Daya Saing Menuju Sustainabilitas Perguruan Tinggi

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