Master of Management Program
School of Economics and Business
Universitas Telkom, Bandung, Indonesia

1. Accreditation Review Result

ABEST21 International Accreditation Result of the Master of Management Program, School of Economics and Business Universitas Telkom, Bandung, Indonesia is as follows:
“ABEST21 International certifies that the School’s educational and research activities satisfy all or most accreditation standards. The School’s Kaizen plans are excellent, and quality maintenance and improvement of education and research are very promising and excellent.
Accreditation commences April 1, 2026 for a five-year period.”

2. Comprehensive Review

Overall, the program demonstrates strong compatibility with ABEST21 standards, supported by ISO-based governance systems, an OBE-driven curriculum, and active collaboration with industry and international partners. The curriculum reflects a clear digital and global orientation, and the School benefits from the solid backing of the University and Faculty.
At the same time, several areas require continuous improvement to ensure long-term sustainability and global competitiveness. Declining student numbers remain a key concern, and while this presents risks to program viability, it can also be reframed as an opportunity to enhance graduate quality through more focused learning. To strengthen sustainability, the School must implement robust strategies to attract both local and international students, including the introduction of English-taught courses to improve global readiness and broaden appeal.
Future development should also focus on: (i) sustaining international partnerships with clearer outcome measurements; (ii) aligning the mission and strategy more closely with the University’s globalization agenda; (iii) upgrading infrastructure to support online delivery and digital transformation; (iv) enhancing access to international research databases; and (v) reskilling administrative staff, particularly improving English proficiency, to effectively engage with global partners, international students, and guest lecturers.
With these strategic improvements, the School will not only maintain compliance with ABEST21 standards but also strengthen its resilience, sustainability, and international standing in the years ahead.

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  • Compatibility with ABEST21 Standards Overall, the program aligns with ABEST21 standards, with ISO-based governance, clear mission, OBE curriculum, international collaborations, and strong industry links.
  • Comprehensive Review

Strengths:

 
  • Strong digital and global orientation of the curriculum.
  • ISO-certified governance and quality assurance systems.
  • Active engagement with industry and international partners.

Areas for Improvement:

 
  • Declining student numbers threaten program sustainability.
  • Partnerships require long-term sustainability mechanisms and clearer outcome measurement.
  • Need for closer alignment of vision and strategy with university’s globalization agenda.
  • Integration of accreditation/quality reporting systems into a single platform.
  • Administrative staff need stronger English proficiency to handle global partners and international students effectively.
  • Lack of subscriptions to secondary research databases hampers research competitiveness.
  • No major concerns. For future development, the school must establish strategies and initiatives to ensure the increase number of both local and international students are involved in this program. This will strengthen the financial sustainable and survival of the program.
    In lieu of this, the school also need to plan infrastructure development as well as support administrative staff.
    In addition, the university and specifically the school need to ensure the level of English language proficient is also upgraded to prepare for increasing number of international students and also to reskill the supporting staff to be prepared for the transformation of digitalization and AI culture.
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  • Number of students is declining but how this can be view as an opportunity to improve the graduate quality.
  • Appreciate that university already develop focused vision and with great support from the University and faculty to the program.
  • Globalization. It’s not only providing the knowledge but also the experience.
    English competency skill for supporting staff should be improved, because if the school want to going global, so the school not only will accepting international student but also international guest lecture. Because the classes are in Bahasa Indonesia, it might be one of the considerations for international student to apply to the program. For the local students, having classes in English will also increase their global competency.

The School’s Feedback:

We appreciate the PRT’s comprehensive feedback. We will enhance global competitiveness and sustainability by increasing local and international student enrollment, introducing English-taught courses, strengthening international partnerships, upgrading digital infrastructure, and improving staff English proficiency to support global engagement.

PRT Response:

The PRT acknowledges the School’s strong alignment with ABEST21 standards, supported by ISO-based governance structures, an OBE-driven curriculum, and active collaboration with industry and international partners. The curriculum reflects a clear digital and global orientation, and the School benefits from solid institutional backing from both the Faculty and the University. These strengths provide a stable foundation for continued quality improvement and strategic development. The PRT encourages the School to build on this momentum by reinforcing outcome-based international partnerships, strengthening student recruitment strategies, and enhancing system integration to support long-term sustainability and global competitiveness.

3. Compatibility with the ABEST21 Standards

Chapter 1: Internal Quality Assurance and Management

  • Standard 1: Academic Unit Management
  • Standard 2: Governance System
  • Standard 3: Self-Check/Self-Evaluation
  • Standard 4: Staff-Development

The School demonstrates compliance with the ABEST21 accreditation standards, supported by ISO-certified quality systems and PDCA practices. Most standards are satisfactorily met, and overall, the School has shown that it already complies with the requirements of ABEST21 accreditation.

  • The School demonstrates compliance with ABEST21 standards through ISO-certified systems and PDCA practices.
  • Most of the standards are satisfactorily met
  • Yes, the school already comply with the ABEST21 accreditation standards.

The School’s Feedback:

We appreciate the PRT’s positive assessment. We will continue maintaining compliance with ABEST21 standards through ISO-certified quality systems and consistent implementation of the PDCA cycle to ensure ongoing improvement and excellence across all standards.

PRT Response:

The School has established a systematic quality assurance framework supported by ISO-based policies and procedures that ensure consistent implementation of academic and operational standards. The PDCA (PPEPP) cycle is actively practiced and supported by internal audits and routine evaluations that reinforce a culture of continuous improvement. The governance structure and decision-making processes are clearly defined and aligned with university-level oversight mechanisms. The PRT recommends enhancing integration across reporting and monitoring platforms to minimize documentation fragmentation and to further strengthen evidence-based decision-making processes.

Issues to be improved:

While the School demonstrates overall compliance, governance processes remain somewhat fragmented, and mechanisms to systematically incorporate external stakeholder feedback should be further institutionalized. To strengthen quality assurance, the School is encouraged to establish an integrated information system that automates data collection and enhances coordination across units, the School, and the University.

  • Governance processes remain fragmented, and external stakeholder feedback can be institutionalized.
  • None
  • Set up an integrated information system to provide automating process of data collection between units, the schools and also the university.

The School’s Feedback:

We really appreciate with the PRT’s constructive feedback. We will strengthen governance integration by developing an integrated information system that automates data collection and enhances coordination among units, the School, and the University, while institutionalizing external stakeholder feedback within our quality assurance framework.

PRT Response:

The School’s mission statement is clearly articulated and reflects a strong commitment to developing competent, ethical, and digitally oriented management professionals. The mission aligns coherently with the broader strategic direction of Telkom University, supporting institutional goals related to digital innovation and entrepreneurial capacity-building. The mission is communicated effectively across program documentation, promotional materials, and internal information platforms, ensuring shared understanding among stakeholders. The PRT recommends formalizing a structured and periodic stakeholder consultation process to ensure the mission remains relevant to evolving global, industry, and societal needs.

Chapter 2: Mission Statement

  • Standard 5: Mission Statement
  • Standard 6: Financial Strategies

The School’s mission is well aligned with Telkom University’s broader goals, particularly in fostering a strong digital and entrepreneurial orientation. It is compatible with the ABEST21 accreditation standards, and the School has demonstrated compliance with these requirements.

  • The mission is aligned with Telkom University’s broader goals and emphasizes digital and entrepreneurial orientation.
  • Yes, it is compatible.
  • The school already comply with the ABEST21 accreditation standards.

The School’s Feedback:

We will continue to strengthen our digital and entrepreneurial orientation while ensuring that our mission remains aligned with Telkom University’s strategic goals and fully compliant with ABEST21 accreditation standards.

PRT Response:

The PRT acknowledges that the School’s mission is clearly stated and well aligned with Telkom University’s strategic direction, particularly in promoting digital innovation and entrepreneurial capability. The mission is consistently communicated through institutional materials and reflected in curriculum emphasis and program identity. The School has demonstrated compliance with ABEST21 standards through clear articulation and implementation of mission-driven strategies.

Issues to be improved:

While the School’s mission and vision demonstrate alignment with university goals, closer integration with the broader globalization agenda is necessary. Stakeholder involvement in mission review should also be strengthened. Moving forward, the School is encouraged to establish an advisory board as a formal mechanism for industry and external stakeholder input, and, in coordination with the Faculty and University, develop a sustainable funding strategy. Such measures will be critical to support programs and enhance the School’s capacity to advance its globalization objectives.

  • The mission and vision require closer alignment with the university’s globalization agenda. Stakeholder involvement in mission review can be strengthened.
  • None
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  • set up advisor board as a systematic mechanism to help the school with inputs regarding the needs of the industry and external stakeholder
  • in coordination with the faculty and the university, develop a sustainable funding strategy to support the school program. As the highlight of future improvement for the school is to increase its globalization, it will require some amount of funding.

The School’s Feedback:

We appreciate the PRT’s valuable feedback. We will enhance alignment with the University’s globalization agenda by establishing an advisory board to systematically incorporate input from industry and external stakeholders. In coordination with the Faculty and University, we will also develop a sustainable funding strategy to strengthen its capacity and support future globalization initiatives.

PRT Response:

The PRT welcomes the School’s commitment to establish an advisory board to systematically incorporate industry and external stakeholder perspectives into mission review and strategic planning. The intention to develop a sustainable funding strategy reflects awareness of the resource demands associated with advancing internationalization and globalization efforts. These initiatives align well with the School’s aspiration to strengthen its academic positioning and global visibility.

Chapter 3: Curriculum

  • Standard 7: Learning Goals
  • Standard 8: Curriculum Policy and Management of Curriculum
  • Standard 9: Quality Improvement of Curriculum
  • Standard 10: Online Education
  • Standard 11: Diploma Policy and Learning Outcomes
  • Standard 12: Globalization of Curriculum

The School’s curriculum is designed in accordance with Outcome-Based Education (OBE) standards, integrates relevant digital elements, and is well aligned with the School’s mission. It is compatible with ABEST21 accreditation standards, and the School has demonstrated compliance in this area.

  • Curriculum follows OBE standards, integrates digital elements, and aligns with mission.
  • Yes it is compatible with the ABEST21 Accreditation standards
  • The school already comply with the ABEST21 accreditation standards.

The School’s Feedback:

Our curriculum is fully designed based on the Outcome-Based Education (OBE) framework, integrating relevant digital and management elements to ensure alignment with the School’s mission. It is also fully compatible with the ABEST21 accreditation standards, and we have demonstrated compliance through its curriculum structure, implementation, and continuous review process.

PRT Response:

The PRT acknowledges that the curriculum is structured based on the Outcome-Based Education (OBE) framework, ensuring a clear alignment between learning outcomes, course content, and assessment methods. The integration of digital and management-related components reflects the School’s mission and enhances the relevance of the program to contemporary professional environments. The School has demonstrated compliance with ABEST21 standards through systematic curriculum implementation and periodic review processes.

Issues to be improved:

While the curriculum meets OBE standards and aligns with the School’s mission, benchmarking against leading global MM/MBA programs remains limited. Stronger measures are needed to internationalize the curriculum and ensure its long-term sustainability. The School is encouraged to establish a continuous feedback mechanism to keep the curriculum responsive to industry needs and to further develop international program offerings, delivered either offline or online, to strengthen global competitiveness.

  • Benchmarking against global MM/MBA programs is limited. Curriculum internationalization requires stronger sustainability measures.
  • None
  • The school need to have continuous feedback for its curriculum and develop curriculum that is in accordance with the industry need. The curriculum should also developed to support the international program which can be conducted offline or online.

The School’s Feedback:

We will strengthen efforts in curriculum internationalization and establish a structured, continuous feedback mechanism involving industry and academic stakeholders. This will ensure the curriculum remains relevant, sustainable, and supportive of international program development, both offline and online, to enhance global competitiveness.

PRT Response:

The PRT commends the School’s commitment to strengthening curriculum internationalization and expanding stakeholder involvement in curriculum review. Enhancing ongoing industry and academic feedback is an important step toward ensuring sustained relevance and responsiveness to market needs. The School’s plan to develop international and flexible delivery modes demonstrates strategic awareness of global program competitiveness. The PRT recommends formalizing curriculum benchmarking against recognized global MM/MBA programs and integrating measurable indicators to monitor curriculum effectiveness and global positioning.

Chapter 4: Students

  • Standard 13: Admission Policy and Student Selection
  • Standard 14: Student Encouragement and Support
  • Standard 15: Student Body Diversity

The School has established transparent admissions procedures and provides adequate student support systems. These practices are generally compatible with ABEST21 accreditation standards, and overall compliance has been demonstrated.

  • Admissions are transparent; student support systems are in place.
  • In most cases they are compatible with the ABEST21 Accreditation Standards.
  • The school already comply with the ABEST21 accreditation standards.

The School’s Feedback:

We will maintain transparent admissions procedures and continue strengthening student support systems to ensure sustained alignment with ABEST21 accreditation standards and continuous improvement in student services.

PRT Response:

The PRT acknowledges that the School has established transparent and consistently applied admissions procedures, supported by clear guidelines and communication to applicants. Student support systems, including academic advisory services and administrative assistance, are in place and contribute positively to student progression and well-being. The School has demonstrated compliance with ABEST21 requirements in ensuring fairness, accessibility, and structured support throughout the student lifecycle. The PRT encourages the School to continue reinforcing student support communication channels and monitoring mechanisms to maintain responsiveness to student needs.

Issues to be improved:

Although admissions and support systems are well established, the School faces challenges with declining student enrollment, which may affect sustainability and diversity. To address this, recruitment strategies and international marketing should be strengthened, alongside expanded career services to support student outcomes. The School is encouraged to adopt strategies to attract more international students, including offering dual-language classes (Bahasa Indonesia and English), introducing short-term exchange or mobility programs abroad, and targeting students with industrial and professional backgrounds to enrich the learning environment.

  • Declining student enrollment poses risks to sustainability and diversity. Recruitment strategies and international marketing need strengthening. Career services should be expanded.
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  • Strategies to attract more foreign students to enroll in the MM program especially to have classes conducted on dual language, Bahasa Indonesia and English Language
  • Introduce short-term students exchange or mobility program abroad.
  • Increasing international students and students with industrial background (professional).

The School’s Feedback:

We will strengthen recruitment and international marketing strategies to address declining enrollment and enhance diversity. Regarding the issue of declining student enrollment, we have established a marketing team composed of MM lecturers who are actively conducting outreach and building partnerships with industries to attract more prospective students. We will expand career services and implement initiatives to attract more international and professional students, including dual-language classes, short-term mobility programs, and targeted outreach to industry professionals to enrich the learning environment.

PRT Response:

The PRT notes the School’s proactive steps in strengthening recruitment efforts and enhancing outreach through faculty-led marketing and industry partnerships. Initiatives to expand career services and introduce dual-language course offerings demonstrate strategic responsiveness to enrollment and diversity challenges. The plan to introduce short-term mobility programs and targeted recruitment of professional learners aligns well with goals to enhance learning environment diversity and global exposure. The PRT recommends establishing clear enrollment targets, internationalization indicators, and periodic evaluation of recruitment strategies to ensure sustained progress and measurable outcomes.

Chapter 5: Faculty

  • Standard 16: Faculty Structure
  • Standard 17: Faculty Qualifications
  • Standard 18: Maintenance of Education and Research Environment
  • Standard 19: Faculty Development
  • Standard 20: Faculty Diversity

The School has an adequate number of qualified PhD faculty members with strong teaching and research credentials. This is compatible with the ABEST21 accreditation standards, and the School has demonstrated compliance in this area.

  • Adequate number of qualified PhD faculty; strong in teaching and research credentials.
  • It is compatible with the standards.
  • The school already comply with the ABEST21 accreditation standards.

The School’s Feedback:

We will maintain and further strengthen its pool of qualified PhD faculty members by supporting continuous professional development and research excellence, ensuring sustained compliance with ABEST21 accreditation standards.

PRT Response:

The PRT acknowledges that the School maintains an adequate number of qualified PhD faculty members who collectively support strong teaching and research delivery. The faculty composition is sufficient to ensure continuity of academic quality and alignment with postgraduate education standards. Faculty development programs and research support mechanisms demonstrate the School’s ongoing commitment to academic excellence.

Issues to be improved:

While the School has a sufficient number of qualified PhD faculty with strong teaching and research credentials, international certifications and exposure remain limited. Faculty international mobility should be expanded to strengthen global engagement, and initiatives such as 4–6 month industry attachment programs would enhance practical experience and industry relevance. Moving forward, the School is encouraged to further develop its distinct expertise in digital business and increase international networking opportunities to position its faculty more competitively on the global stage.

  • Limited international certifications and exposure. Faculty international mobility should be expanded.
  • To ensure academic staff has also industrial experience, perhaps the School should introduce 4 or 6 month industrial attachment program, where academic staff are given the chance to be place in the industry related to their expertise.
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  • strengthening the digital business capabilities (as this is the school’s uniqueness)
  • increase the faculty international network

The School’s Feedback:

We will enhance faculty international exposure and certifications by expanding mobility programs and global collaborations. We also plan to introduce 4–6 month industry attachment programs to strengthen practical experience and industry relevance, while further developing digital business expertise and broadening international networking opportunities to position faculty more competitively on the global stage.

PRT Response:

The PRT commends the School for its intention to expand international exposure and industry engagement opportunities for faculty members. Initiatives to introduce international mobility, global collaborations, and structured industry attachment programs are well-aligned with goals to enhance practical relevance and global academic competitiveness. Strengthening digital business expertise and expanding international academic networks will further reinforce the School’s distinct positioning. The PRT recommends formalizing faculty internationalization targets and monitoring mechanisms to track progress, ensuring the initiatives lead to measurable improvements in capability development and global engagement.

Chapter 6: Educational Infrastructure

  • Standard 21: Maintenance of Educational Infrastructure
  • Standard 22: Globalization of Educational Infrastructure

The School provides adequate educational infrastructure, including classrooms, IT systems, and cultural facilities, which are compatible with ABEST21 accreditation standards. Overall, the School has demonstrated compliance in this area.

  • Adequate classrooms, IT systems, and cultural facilities.
  • The educational infrastructure is compatible.
  • The school already comply with the ABEST21 accreditation standards

The School’s Feedback:

We appreciate the PRT’s positive feedback. We will continue maintaining and upgrading its educational infrastructure, including classrooms, IT systems, and cultural facilities, to ensure ongoing alignment with ABEST21 accreditation standards and to further enhance the quality of teaching and learning experiences.

PRT Response:

The PRT acknowledges that the School provides adequate educational infrastructure, including well-maintained classrooms, IT systems, and cultural facilities that support effective teaching and learning. The availability of digital platforms and administrative systems further enhances coordination and academic operations. The School has demonstrated compliance with ABEST21 standards through consistent upkeep and ongoing infrastructure. The PRT encourages continued evaluation of facility use and user experience to ensure the infrastructure remains responsive to evolving academic delivery needs.

Issues to be improved:

While the School’s classrooms, IT systems, and cultural facilities are adequate and compatible with ABEST21 standards, further improvements are needed to strengthen international research databases and enhance support services for international students to align with global postgraduate standards. Moving forward, the School should also prioritize upgrading its infrastructure to better support online learning and digital delivery.

  • Strengthen international research databases and support services for international students to match global postgraduate standards.
  • None
  • Improvement for education infrastructure should be focusing on preparing the infrastructure for more online infrastructure.

The School’s Feedback:

We appreciate the PRT’s constructive feedback. We will strengthen access to international research databases and enhance support services for international students to align with global postgraduate standards. Moving forward, we will also prioritize upgrading digital infrastructure to better support online learning and hybrid education delivery.

PRT Response:

The PRT commends the School’s commitment to strengthening access to international research databases and improving support services for international students. Enhancing digital infrastructure to better facilitate online and hybrid learning reflects strategic awareness of global educational delivery trends. These initiatives align well with the School’s objective to increase global engagement and academic competitiveness. The PRT recommends establishing a phased infrastructure upgrade plan with clear milestones and resource allocation to ensure systematic enhancement of digital learning capabilities and international academic support services.

4.Good Practice in the School’s Educational Programs

Title: “Learning Factory Model for Applied Management Education”
Reasons: The School has effectively integrated digital tools, industry collaboration, and entrepreneurship into both teaching and research. The Learning Factory model, in particular, provides a strong platform for experiential learning and direct industry engagement, aligning with global standards and enhancing student employability. This is consistent with the School’s mission to organize and develop a world-class Master of Management education that embodies entrepreneurial spirit through digital technology, and to collaborate with industry and other stakeholders in developing innovations that contribute to national economic growth. By leveraging digital technology in partnership with industry, the Learning Factory serves as a strategic vehicle for realizing the School’s mission and strengthening its academic and practical relevance.

5.Matters to be Improved

The most urgent challenge faced by the School is the declining number of students, which poses risks to program sustainability and financial resilience. Immediate strategies must be implemented to increase both local and international student enrollment in the MM program. In parallel, institutional support is needed to strengthen research infrastructure by expanding access to international databases, increasing research funding, and shifting partnerships from short-term activities toward measurable, long-term collaborations.
To advance globalization, the School should build on its existing networks with international institutions, increase international research publications, and enhance its capacity to deliver education globally. At the same time, stronger investment in staff development is required, particularly in English proficiency and global service readiness, to ensure effective engagement with international partners, students, and guest lecturers. Closer alignment of the program’s vision and mission with Telkom University’s globalization strategy will be critical to maintaining relevance and competitiveness in the future.

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  • The most urgent matter is the declining number of students, which threatens program sustainability. Without addressing declining student numbers and ensuring financial sustainability, the program risks erosion of competitiveness.
  • Institutional support is required to expand research infrastructure (databases, funding, partnerships). Partnerships must move from short-term activities to measurable, long-term outcomes. Greater investment in secondary data sources is essential to strengthen thesis quality and research competitiveness.
  • Stronger investment in staff capacity (English proficiency, global service readiness) is essential to maintain internationalization. Administrative staff require stronger English communication skills to handle internationalization. Closer alignment of program vision with Telkom University’s globalization strategy is necessary to ensure relevance.
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  • To prepare the school to be financially resilient and sustainable.
  • Intensify its global engagement involving academic staff and students
  • Increase number of local students and also international students for the MM program
  • Optimalization of current foundation in regard with globalization. Such as good network with international school, increasing number of research with international publication. This should be followed with increasing capability of conducting education globally.

The School’s Feedback:

We appreciate the PRT’s comprehensive feedback. We will prioritize strategies to increase both local and international student enrollment to ensure long-term sustainability and financial resilience. At the same time, we will expand research infrastructure through greater access to international databases, increased funding, and long-term research collaborations. Furthermore, staff English proficiency and global readiness training will be strengthened, and the program’s mission will be aligned more closely with Telkom University’s globalization strategy to enhance competitiveness and global engagement

PRT Response:

The PRT acknowledges the School’s recognition of declining student enrollment as a critical issue affecting long-term sustainability and competitiveness. The School demonstrates awareness of the need to enhance research infrastructure, including access to international databases and establishing longer-term research collaborations. The commitment to strengthening staff English proficiency and global readiness reflects a proactive approach to supporting internationalization. The PRT recommends that the School implement a structured institutional plan that integrates targeted enrollment strategies, research capacity development, and staff competency enhancement, supported by clear performance indicators and sustained resource allocation.

6. Peer Review Schedule

ABEST21 assessed the School’s ABEST21 Management Accreditation by conducting substantial assessment on “Self-Check/Self-Evaluation Report (SCR)” by the Desk Review and the Peer Review Visit according to the Review Schedule below.

  • Jul. 4, 2024: Acceptance of the “QIS”
  • Sep. 17, 2024: Online Interview
  • Nov. 27-28, 2024: Ratification of the “QIS” by the Peer Review Committee
  • Jul. 15, 2025: Acceptance of the “SCR”
  • Sep. 2-3, 2025: Peer Review Visit
  • Oct. 10, 2025: Informal Announcement of the Draft of the PRT Review Report
  • Oct. 10-Nov. 18, 2025: Coordination of opinions between the PRT and the School
  • Dec. 2-3, 2025: Ratification of the “PRT Review Report”
  • Jan. 15, 2026: Recommendation of the Accreditation Committee
  • Mar. 7, 2026: Ratification of the ABEST21 Accreditation by the Board of Trustees