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Faculty of Economics and Business
Universitas Brawijaya, Indonesia

1. ABEST21 Accreditation Result

ABEST21 Accreditation Result of the Faculty of Economics and Business, Universitas Brawijaya is as follows:
“The School’s educational and research activities have generally met ABEST21 Management Accreditation Standards and the quality maintenance and improvement of education and research in the aforementioned academic unit are promising and good.”
Accreditation commences April 1, 2020 for a five-year period.

2. The Peer Review Team

Prof. Dr. Nor’Azam Mastuki, Universiti Teknologi MARA, Malaysia
Member Dr. Thanet Wattanakul, Khon Kaen University, Thailand
Member Dr. Mohamad Fahmi, Universitas Padjadjaran, Indonesia
Member Dr. Wan Azman Saini Wan Ngah, Universiti Putra Malaysia, Malaysia
Leader (Management) Prof. Dr. Sudarso Kaderi Wiryono, Institut Teknologi Bandung,Indonesia
Member Dr. Tengku Ezni Balqiah, Universitas Indonesia, Indonesia
Member Professor Dr. Yasunaga Wakabayashi, Kyoto University, Japan
Member Dr. Bernardius Maria Purwanto, Universitas Gadjah Mada, Indonesia
Member Dr. Yudi Fernando, Universiti Malaysia Pahang, Malaysia
Leader (Accounting) Dr. Mohd Ridzuan Darun, Universiti Malaysia Pahang, Malaysia
Member Prof. Dr. Anis Chariri, Universitas Diponegoro, Indonesia
Member Dr. Mahrinasari, Universitas Lampung, Indonesia
Member Dr. Nuatip Sumkaew, Naresuan University, Thailand

3. The Peer Review Schedule

Peer Review Process Date Remarks
Submission of “Quality Improvement Strategy” Jun. 30, 2018 -
Ratification of “Quality Improvement Strategy” Oct. 30 and Nov. 1, 2018 PRC
Submission of “Self-Check/Self-Evaluation Report” Jun. 30, 2019 -
Implementation of the Peer Review Visit Sep.23-24, 2019 PRT
Ratification of “PRT Review Report” Nov. 18-19, 2019 PRC
Informal Announcement of the PRT Review Report Dec. 16, 2019 -
Ratification of the PRT Review Report Mar. 11, 2020 PRC
Recommendation of the ABEST21 Accreditation Mar. 12, 2020 AC
Ratification of the ABEST21 Accreditation Mar. 12, 2020 Board Meetings

4. Comprehensive Review


Overall strategic direction and action plans for the Faculty are in line with the university mission. However, the management of FEB-UB should anticipate the changes in the university status and ensure its readiness to be one of PTN-BH universities in Indonesia. Given the potential status of autonomous university, the financial plan can be used to guide the Faculty to gain the financial sustainability. Besides, the management should also find ways to gain synergetic competencies from the three departments within the faculty, to enhance its competitiveness.
In general FEB-UB has met most of the ABEST21 standards. However, some areas need to be improved. Specifically, it is recommended that the curriculum is updated to include emerging topic like industry 4.0 and society 5.0 in the syllabi to ensure that graduates can develop the skill set needed for the future. In addition, some systems such as in AOL and internal quality assurance need further improvement.


Overall, the strategy and action plan for the Economics Department are good. The mission of the program is in line with the faculty and university mission. The Department has identified important issues to be improved and the respective action plans.
The School should consider and review the current trends and developments such as shared and gig economy to be integrated in the curriculum for both undergraduate and graduate program to enhance the competitiveness in the current and future education environment. Engagement with the relevant stakeholders especially the industry is needed in developing the new curriculum.
The School meets most of the standards. However, there are some areas which need further improvement such as internationalization and research as well as publication productivity.


Management department FEB-UB, both undergraduate and postgraduate programs, has met almost all of the standards given by ABEST21. However, some of explanations in the report were not properly justified and did not address the self-assessment criteria well enough. It would be better if the management department FEB-UB goes through the current report and improves it. It is important to ensure that all of the answers are in line with what was requested (standards and criteria). It seems there was a lack of coordination among staff members when preparing the report.
The management department FEB-UB should design the strategic plan to accommodate the stakeholders’ requirements and ensure that the program is relevant for the market needs, for example by reviewing the current curriculum and syllabus together with industry representatives and peers from other universities.
The emerging topics like industry 4.0 and society 5.0 can be included in the syllabus to ensure that graduates can develop the skill set needed for the future. The management department FEB-UB needs to explore the uniqueness of the program and have a clear future vision, especially for handling the market uncertainty.
The current report does not clearly explain how the management department FEB-UB can anticipate the university status and its readiness to be one of PTN-BH universities in Indonesia. Given the potential status of autonomous university, the financial plan can be used to guide the management department FEB-UB to gain the financial sustainability.
It would be better if the management department FEB-UB can practice good governance in teaching, examination, research, publication and responsibility to the society. The quality monitoring systems and mechanism should be reflected in the documents and records.
Although the teaching and learning facilities are improved compared to last KAIZEN visit, there is a need to cater to the international students' request to provide the international foods in the canteen (e.g. Middle Eastern meals). The state of the public facilities, including the cleanness and sufficient number of toilets, are critical points to be addressed.


In general, the PRT team members are satisfied with the school’s performance in respect to ABEST21 standards. The school has identified many improvements needed to enhance the quality of management education. The support of senior professors in accounting to improve the school strategic position has boosted the school performance. Furthermore, the multiparadigm ideology is strongly rooted in the corporate culture of the school.
Nevertheless, the school is advised to review their internal quality assurance system and revise the action plans pertaining to the quality assurance.
In conclusion, the PRT team is recommending the school to be accredited by ABEST21 with some changes to the SCR.

5. Good Practice in the FEB Education


1) Title of Good Practice in the FEB Education

“Multiparadigm Management Excellence”

2) Reason for selecting the title stated above

  • This approach balances the theory and practice
  • There is a clear evidence that all junior and senior professors understand a multiparadigm ideology
  • The faculty aligns teaching and research activities with the multiparadigm framework.


1) Title of Good Practice
“Multidisciplinary program with industrial application”
2) Reason for selecting the title stated above:
The department of Economics offers 3 in 1 program which involves business practitioners in the teaching and learning process. This is a good approach for balancing theory and practice. The department also combines the economic discipline with Islamic knowledge to capture the current trends in Islamic banking and finance.


1)Title of Good Practice

2)Reason for selecting the title stated above:
The recommendation from previous ABEST21 review to improve the facilities as well as quality of teaching and learning was fully accommodated. The school has its own facilities that meet the needs of the students, lecturers and visitors: classrooms, conference hall, research room, and lecturer room. It is the best practice that other institutions registered with ABEST21 should follow. The school has provided sufficient labs and rooms for the students’ hands-on learning. It is expected that more business startups and patents can be generated from these labs and student activities.


1)Title of Good Practice
Multiparadigm Management Excellence
2)Reason for selecting the title stated above:
The School’s corporate culture showed clear evidence that all junior and senior professors understand a multiparadigm ideology. Interviews with internal and external parties showed the school’s initiative to align teaching and research activities with the multiparadigm framework.

6. Matters to be noted


It is very important for the management of the Faculty to be prepared to support the main university agenda to be a world class university. Main areas that need to be focused on are the research competencies, quality of programs offered and the support systems. The management should clearly prioritize the action plans to ensure that the faculty is moving in the right direction in next five years.


The two main agendas of the university are to be a world class university and an autonomous university. Therefore it is very important for the faculty to be able to support the right strategies and initiatives in line with university agenda. Furthermore, the various goals for quality improvement are quite ambitious. It is advisable that the School breaks them down to short-term goals over a period of time, making them more approachable and achievable. Towards achieving these agendas, other matters to be noted are:

Ⅰ. Research activities should be increased
Ⅱ. Promotion to attract international students should be intensified
Ⅲ. More international faculty members or visiting professors need to be attracted
Ⅳ. Exchange programs should be intensified
Ⅴ. Sabbatical leave should be encouraged and supported
Ⅵ. Information system and AOL should be enhanced
Ⅶ. Collaboration with other departments should be strengthened.
Ⅷ. There is a need to improve the information content on the website. Make sure all information is available in English.


There is always room for improvement to ensure that the school can achieve its objectives. The key suggestions are:

  • Explore the potential for a new program / improve current programs to provide students with a skill set and capabilities for future market requirements (e.g. industry 4.0, society 5.0).
  • Ensure that the internationalization of the program can be properly implemented. The lecturers and students need to work hand in hand to achieve the school’s mission.
  • Design more internationalization activities to improve all programs to get A level - accreditation and better ranking position in both local and international scenarios.
  • Design better reward systems for the staff (e.g. best teacher award, best admin staff award, best publication award).
  • Provide the global training program and ensure it meets the objectives.
  • Consistently monitor the level of competitiveness and compliance with the international standards (academic and admin).
  • Focus more on entrepreneurship program.
  • Get endowment from industry to support the development of facilities.
  • Ensure the consistent terminology used in the report and proofread it before submission.


The PRT team is advising the school to manage the internal quality matters. No other major concerns were found during the visit.