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Entrepreneurial Transformation Strategies for Sustainable Private Universities

Aptisi Transactions on Technopreneurship (ATT) · Vol. 8 No. 3 (2026) · hlm. 1133–1146

DOI
10.34306/att.v8i3.792
ISSN
2656-8888, 2655-8807
Terbit
2026-10-08
Penerbit
Pandawan
Bahasa
en
Lisensi
creativecommons.org/licenses/by/4.0

Abstrak

Private universities face increasing challenges arising from financial constraints, growing competition, and changing societal expectations, requiring them to adopt entrepreneurial transformation strategies to ensure long-term sustainability. While the entrepreneurial university concept has been widely discussed, practical strategic frameworks for guiding transformation in private universities, particularly in developing countries, remain limited. This study aims to develop a strategic decision-making framework for transforming private universities into entrepreneurial universities and to identify the priority factors, actors, objectives, and strategies supporting sustainable institutional development. The study employs the Fuzzy Analytic Hierarchy Process (FAHP), using expert judgments from seven higher education stakeholders representing six private universities and one government institution in Indonesia. The results indicate that leadership and governance are the most influential transformation factors, followed by financial and funding resources, entrepreneurial culture, human resources, and infrastructure and technology. Universities emerge as the primary actors driving transformation, while improving graduate quality is identified as the highest-priority objective. Among the alternative strategies, strengthening human resources ranks first, followed by enhancing collaboration, integrating entrepreneurship into the curriculum, and promoting innovation-based research and commercialization. These findings provide a systematic framework for supporting entrepreneurial transformation in private universities and contribute to the organizational change literature by offering practical guidance for strengthening institutional sustainability, competitiveness, and societal impact through leadership, human resource development, collaboration, and innovation.

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11 penulis · 22 tautan kepenulisan bersama · 3 lintas organisasi

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  • IPB University
  • Indonesia Open University
  • Afiliasi tidak diketahui
  • Organisasi berbeda
  • Organisasi sama
  • Afiliasi tidak diketahui
  • Garis lebih tebal = lebih banyak artikel bersama · lingkaran lebih besar = lebih banyak artikel
Tampilkan sebagai tabel
Rekan penulisOrganisasiArtikel bersama
Arif Imam SurosoIPB University1
Hermanto SiregarIPB University1
Rini Dwiyani HadiwidjajaIndonesia Open University1
Pudji MuljonoIPB University1
Arie Wibowo KhurniawanIPB University1
Bambang IndriyantoIPB University1
M. Syamsul MaarifIPB University1

Afiliasi berasal dari OpenAlex; metadata OAI-PMH jurnal tidak memuatnya. Penulis tanpa ID OpenAlex dicocokkan berdasarkan nama, sehingga dua orang bisa tergabung atau satu orang bisa terpisah.

Sumber metadata: OAI-PMH (metadata jurnal) https://att.aptisi.or.id/index.php/att/oai, pertama di-harvest 6 Nov 2026, terakhir terlihat 8 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en">Entrepreneurial Transformation Strategies for Sustainable Private Universities</dc:title>
	<dc:creator xml:lang="en">Hayati, Indah Kusuma</dc:creator>
	<dc:creator xml:lang="en">Maarif, Muhammad Syamsul</dc:creator>
	<dc:creator xml:lang="en">Sailah, Illah</dc:creator>
	<dc:creator xml:lang="en">Zulbainarni, Nimmi</dc:creator>
	<dc:subject xml:lang="en">Entrepreneurial University</dc:subject>
	<dc:subject xml:lang="en">Private University</dc:subject>
	<dc:subject xml:lang="en">FAHP</dc:subject>
	<dc:subject xml:lang="en">Sustainability</dc:subject>
	<dc:subject xml:lang="en">Organization Transformation</dc:subject>
	<dc:description xml:lang="en">Private universities face increasing challenges arising from financial constraints, growing competition, and changing societal expectations, requiring them to adopt entrepreneurial transformation strategies to ensure long-term sustainability. While the entrepreneurial university concept has been widely discussed, practical strategic frameworks for guiding transformation in private universities, particularly in developing countries, remain limited. This study aims to develop a strategic decision-making framework for transforming private universities into entrepreneurial universities and to identify the priority factors, actors, objectives, and strategies supporting sustainable institutional development. The study employs the Fuzzy Analytic Hierarchy Process (FAHP), using expert judgments from seven higher education stakeholders representing six private universities and one government institution in Indonesia. The results indicate that leadership and governance are the most influential transformation factors, followed by financial and funding resources, entrepreneurial culture, human resources, and infrastructure and technology. Universities emerge as the primary actors driving transformation, while improving graduate quality is identified as the highest-priority objective. Among the alternative strategies, strengthening human resources ranks first, followed by enhancing collaboration, integrating entrepreneurship into the curriculum, and promoting innovation-based research and commercialization. These findings provide a systematic framework for supporting entrepreneurial transformation in private universities and contribute to the organizational change literature by offering practical guidance for strengthening institutional sustainability, competitiveness, and societal impact through leadership, human resource development, collaboration, and innovation.</dc:description>
	<dc:publisher xml:lang="en">Pandawan</dc:publisher>
	<dc:date>2026-10-08</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:type xml:lang="en">Peer-reviewed Article</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://att.aptisi.or.id/index.php/att/article/view/792</dc:identifier>
	<dc:identifier>10.34306/att.v8i3.792</dc:identifier>
	<dc:source xml:lang="en">Aptisi Transactions on Technopreneurship (ATT); Vol. 8 No. 3 (2026): November; 1133-1146</dc:source>
	<dc:source xml:lang="id">Aptisi Transactions On Technopreneurship (ATT); Vol 8 No 3 (2026): November; 1133-1146</dc:source>
	<dc:source>2656-8888</dc:source>
	<dc:source>2655-8807</dc:source>
	<dc:source>10.34306/att.v8i3</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://att.aptisi.or.id/index.php/att/article/view/792/561</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2026 Indah Kusuma Hayati, Muhammad Syamsul Maarif, Illah Sailah, Nimmi Zulbainarni</dc:rights>
	<dc:rights xml:lang="en">https://creativecommons.org/licenses/by/4.0</dc:rights>
</oai_dc:dc>