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24 Technium Soc. Sci. J. 500 (2021)
Challenges of Top-down Policy as Stakeholder Engagement Strategy in the Implementation of Internal Quality Assurance in Higher Education Institutions: An Empirical Research

handle is hein.journals/techssj24 and id is 500 raw text is: Technium Social Sciences Journal Vol. 24, 500-516, October, 2021 S.BISSN: 2668-7798 SOCIAL SCIENCES JOURNAL www.techniumscience.com Challenges of Top-Down Policy as Stakeholder Engagement Strategy in the Implementation of Internal Quality Assurance in Higher Education Institutions: An Empirical Research Yustina Erti Pravitasmara Dewi1, Dwi Yuwono Puji Sugiharto2, Intiyas Utami3, Andrian Huruta4, Ocky Sundaris 1,3,4'5Universitas Kristen Satya Wacana, 2Universitas Negeri Semarang yustina.dewi@uksw.edu, dypsugiharto@mail.unnes.ac.id, intiyas.utami@uksw.edu, andrian.huruta@uksw.edu, ocky.sundari@uksw.edu Abstract. Higher education plays a significant role in shaping the future national competitiveness. In Indonesia, its governance drives a massive transformation and is more focused on the internal quality assurance over the external one. There are several changes from aspects related to the implementation of internal quality assurance system, especially on the transformation of higher education which faces internal challenges that consider the managerial- based work as a highly complex and heavy-duty work and is less relevant to individual achievement. Further, the biggest challenge in implementing a quality management is the lack of stakeholder management. It gets worse with the top-down policy being implemented to improve the quality of higher education. This present study gives an overview of the internal quality assurance of higher education institutions experiencing challenges in stakeholder management and their top-down-policy-based initiatives. There was a total of 67 private universities in Central Java, Indonesia involved in this study. The data was collected in April - July 2019 using questionnaire and focus group discussion (FGD). The FGD involving the executives of the quality board of each university discussed the implementation of new quality assurance regulations. The results show a consistency of the respondents who apparently had incomplete documents of internal quality assurance, followed by skepticism about the future of institution which simultaneously affected the policy in the future. Keywords. competitiveness, quality assurance, higher education, Indonesia Introduction Sustainability growth of national competitiveness is less likely to happen without the support from its competitive manpower. The higher the country's competitiveness, the higher the support from its manpower. A competitive manpower helps the country to achieve a sustainable competitiveness. In this case, the higher education institutions are responsible for creating the competitive manpower (Ansah & Swanzy, 2019; Naseer & Al-Hidabi, 2019). A low-quality higher education institution can only produce uncompetitive graduates. Equipped with a profound mission, the higher education institution is not solely about teaching and learning organization, but also an institution reflecting the intellectuality and competitiveness of a region (Aurangzeb, 2019; Batool, Rashid, & Riaz, 2013; Sdnchez-Chaparro, G6mez-Frfas, & Gonzilez-Benito, 2020). A strategic role of higher education institution requires quality- 500

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