Strategi Pengembangan Value Creation untuk Meningkatkan Daya Saing Program Magister Manajemen

Abstract

Pendidikan tinggi, khususnya program Magister Manajemen di Indonesia, menghadapi tingkat persaingan yang meningkat seiring pertumbuhan jumlah penyelenggara. Meskipun MM A telah memiliki akreditasi nasional dan internasional serta berstatus PTN, posisinya dalam pemeringkatan QS WUR pada bidang manajemen dan bisnis menunjukkan adanya ruang peningkatan. Temuan pra-survei mengindikasikan bahwa keputusan mahasiswa masih didominasi oleh faktor reputasi institusi dan status PTN, sementara kurikulum dan kualitas alumni belum menjadi daya tarik utama. Hal ini mengindikasikan bahwa masih rendahnya daya saing dalam pemilihan kampus MM A dari sisi akademik. Oleh karenanya, penelitian ini bertujuan menganalisis keunggulan kompetitif internal MM A berdasarkan sumber daya dan kapabilitas, menganalisis posisi MM A di antara program studi magister manajemen, dan menganalisis strategi yang dapat dilakukan dan nilai yang harus dikembangkan MM A untuk meningkatkan daya saing. Penelitian ini menggunakan pendekatan kualitatif dengan metode studi kasus. Pengumpulan data dilakukan melalui observasi, wawancara, dan kuesioner yang melibatkan 23 responden serta data sekunder. Analisis data dilakukan secara bertahap menggunakan value chain analysis dan kerangka kerja VRIO untuk lingkungan internal, Model Diamond Porter untuk lingkungan eksternal, dan matriks Strategi Generik Porter untuk tipologi strategi. Hasil analisis menunjukkan bahwa MM A memiliki keunggulan internal yang kuat pada sumber daya dan kapabilitas pembelajaran, khususnya pada infrastruktur, tata kelola, kurikulum yang adaptif, integrasi riset dosen, serta keterlibatan dosen praktisi yang secara keseluruhan membentuk sustainable competitive advantage. Namun, kelemahan MM A terletak pada kedalaman implementasi, terutama pada keterbatasan kerja sama bisnis internasional, kecukupan SDM, dan pemanfaatan mitra untuk rekrutmen lulusan. Dari sisi eksternal, industri magister manajemen di Indonesia menunjukkan adanya peluang diferensiasi yang semakin ditentukan program dan peminatan yang ditawarkan, spesialisasi keilmuan dosen, dan kerja sama dengan industri. Daya saing antar program dilihat dari tingkat kolaborasi internasional berbasis program, capaian akreditasi internasional, dan kapasitas serta spesialisasi jumlah dosen. Berdasarkan pemetaan strategi generik Porter, MM A mengadopsi strategi diferensiasi yang diarahkan melalui penguatan nilai pada produk, layanan, sumber daya manusia, citra, jejaring kolaborasi, dan harga, dengan penguatan nilai yang direkomendasikan pada penerapan Responsible Industry-Embedded Curriculum, integrasi studi kasus riil oleh dosen praktisi, pemetaan keahlian dosen sebagai diferensiasi akademik, serta pendalaman output international business exposure.

Kata kunci: Daya Saing, Diferensiasi, Magister Manajemen, Penciptaan Nilai, Rantai Nilai

Higher education, particularly Master of Management programs in Indonesia, faces increasing competition as the number of providers grows. Although MM A has national and international accreditation and is a state university, its position in the QS WUR rankings in the field of management and business shows room for improvement. Pre-survey findings indicate that student decisions are still dominated by institutional reputation and PTN status, while curriculum and alumni quality have not yet become the main attractions. This indicates that MM A's competitiveness in terms of academic selection is still low. Therefore, this study aims to analyze MM A's internal competitive advantages based on resources and capabilities, analyze MM A's position among master's programs in management, and analyze the strategies that can be implemented and the values that MM A must develop to increase its competitiveness. This study uses a qualitative approach with a case study method. Data collection was conducted through observation, interviews, and questionnaires involving 23 respondents and secondary data. Data analysis was carried out in stages using value chain analysis and the VRIO framework for the internal environment, the Porter Diamond Model for the external environment, and Porter's Generic Strategy matrix for typology of strategy. The results of the analysis show that MM A has strong internal advantages in learning resources and capabilities, especially in infrastructure, governance, adaptive curriculum, integration of lecturer research, and the involvement of practicing lecturers as a whole.forming a sustainable competitive advantageHowever, MM A's weaknesses lie in the depth of implementation, particularly in the limitations of international business cooperation, human resource adequacy, and utilization of partners for graduate recruitment. Externally, the Indonesian master's in management industry demonstrates opportunities for differentiation, which are increasingly determined by the programs and interests offered, the scientific specialization of lecturers, and collaboration with industry. Competitiveness between programs is seen from the level of program-based international collaboration, international accreditation achievements, and the capacity and specialization of the number of lecturers. Based on Porter's generic strategy mapping, MM A adopts a differentiation strategy directed through strengthening value in products, services, human resources, image, collaboration networks, and prices, with recommended value strengthening in the implementation Responsible Industry-Embedded Curriculum, integration of real case studies by practicing lecturers, mapping of lecturers' expertise as academic differentiation, and deepening of international business exposure output.

Keywords: Competitiveness, Differentiation, Master of Management, Value Creation, Value Chain