Respons dan Adaptasi Kelembagaan Perguruan Tinggi Pariwisata Indonesia Terhadap Perubahan Ekosistem Industri Pariwisata pada Era Revolusi Industri 4.0

SUKMA YUDISTIRA, Prof.-Dr. Phil. Janianton Damanik, M.Si.; Dr. Yulia Arisnani Widyaningsih, MBA.; Dr. Mohamad Yusuf, MA.

2026 | Disertasi | S3 Kajian Pariwisata

Transformasi ekosistem industri pariwisata pada era RI 4.0 telah mengubah model bisnis, kompetensi tenaga kerja, serta praktik layanan pariwisata, sehingga menimbulkan tekanan bagi perguruan tinggi pariwisata untuk menyesuaikan kurikulum, pedagogi, dan hubungan dengan industri agar tetap relevan dengan dinamika sektor yang semakin terdigitalisasi. Namun, literatur yang ada masih cenderung memandang respons pendidikan tinggi sebagai adaptasi teknis dan belum menjelaskan secara memadai proses kelembagaan yang membentuk variasi respons antarinstitusi. Penelitian ini bertujuan menganalisis bagaimana perguruan tinggi pariwisata di Indonesia merespons perubahan ekosistem industri pariwisata pada era RI 4.0 serta bagaimana respons tersebut berkembang menjadi bentuk adaptasi kelembagaan yang berbeda. Penelitian menggunakan pendekatan kualitatif dengan desain studi kasus pada tiga perguruan tinggi pariwisata di Indonesia melalui wawancara mendalam, analisis dokumen, observasi, dan triangulasi sumber data. Kerangka analisis mengintegrasikan teori kelembagaan (institutional theory), khususnya konsep tekanan koersif, normatif, dan mimetik, logika kelembagaan, institutional work, serta fenomena decoupling, dengan perspektif kepemimpinan adaptif dan model implementasi inovasi Klein dan Sorra. Temuan penelitian menunjukkan bahwa institusi merespons perubahan industri melalui pengembangan kurikulum, peningkatan kapasitas sumber daya manusia, serta perluasan kolaborasi dengan industri, asosiasi, dan alumni, namun respons tersebut tidak selalu menghasilkan perubahan substantif. Secara teoretis, ketiga mekanisme tekanan isomorfik tidak bekerja secara simultan melainkan sekuensial: tekanan koersif menjadi pemicu yang konsisten lintas institusi, tekanan normatif berkembang selektif pada area diskresi kelembagaan, sedangkan tekanan mimetik nyaris tidak terbentuk, suatu kondisi yang memperluas batas berlaku teori isomorfisme. Variasi lintasan adaptasi antarinstitusi dibentuk oleh interpretasi organisasi terhadap tekanan, praktik institutional work, kesesuaian nilai inovasi (innovation–values fit), iklim implementasi (implementation climate), serta kapasitas kepemimpinan adaptif. Variasi tersebut termanifestasi dalam dua pola decoupling yang terdiferensiasi, yaitu decoupling kapasitas yang bersumber dari keterbatasan sumber daya dan decoupling struktural yang bersumber dari lemahnya koordinasi, serta dalam perbedaan keberlanjutan adaptasi antara institusi yang bergantung pada figur kepemimpinan dan institusi yang adaptasinya terlembaga dalam sistem. Penelitian ini berkontribusi pada pengembangan teori kelembagaan dengan menawarkan model respons dan adaptasi pendidikan tinggi pariwisata yang menjelaskan bagaimana tekanan kelembagaan diterjemahkan menjadi lintasan adaptasi organisasi yang berbeda dalam konteks negara berkembang

The transformation of the tourism industry ecosystem in the Industry 4.0 era has significantly altered business models, workforce competencies, and tourism service practices. Consequently, tourism higher education institutions face pressure to adjust their curricula, pedagogical approaches, and industry relationships to remain relevant in an increasingly digitalized sector. However, existing literature predominantly conceptualizes higher education responses as technical adaptations and has not sufficiently explained the institutional processes that account for variations in responses across institutions. This study analyzes how tourism higher education institutions in Indonesia respond to changes in the tourism industry ecosystem during the Industry 4.0 era and how these responses evolve into distinct forms of institutional adaptation. A qualitative approach was employed using a case study design of three tourism higher education institutions in Indonesia, with data collected through in-depth interviews, document analysis, observation, and source triangulation. The analytical framework integrates institutional theory, particularly coercive, normative, and mimetic pressures, institutional logics, institutional work, and decoupling, with the perspectives of adaptive leadership and Klein and Sorra's innovation implementation model. The findings show that institutions responded to industrial change through curriculum development, human resource capacity building, and expanded collaboration with industry, associations, and alumni, yet these responses did not consistently produce substantive change. Theoretically, the three isomorphic mechanisms operated sequentially rather than simultaneously: coercive pressure served as a consistent trigger across institutions, normative pressure developed selectively within areas of institutional discretion, while mimetic pressure scarcely emerged, a condition that extends the boundary conditions of isomorphism theory. Variations in adaptation trajectories were shaped by organizational interpretation of pressures, institutional work practices, innovation–values fit, implementation climate, and adaptive leadership capacity. These variations manifested in two differentiated forms of decoupling, namely capacity decoupling stemming from resource constraints and structural decoupling stemming from weak coordination, as well as in differing durability of adaptation between institutions dependent on leadership figures and those whose adaptation is embedded in systems. This study contributes to institutional theory by proposing a model of response and adaptation in tourism higher education that explains how institutional pressures are translated into divergent organizational adaptation trajectories within a developing-country context.

Kata Kunci : tourism higher education, institutional theory, institutional adaptation, Industry 4.0, decoupling