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ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XI November 2025
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Leveraging Visa Services as a Catalyst for University Competitiveness
Azlin Abd Jamil
1
, Huzaimah Yahya
2
, Nor Mazila Dorani
3
, Norfaeza Ali
4
, Zetty Raihan Mohd Yassin
5
,
Ahmad Hilman Borhan
6
, Su Zalpha Mohamed
7
, Fasihah Mohd Jaslan
8
UTM International, Universiti Teknologi Malaysia (UTM)
*Corresponding Author
DOI: https://dx.doi.org/10.47772/IJRISS.2025.91100404
Received: 19 November 2025; Accepted: 26 November 2025; Published: 12 December 2025
ABSTRACT
This study investigates Universiti Teknologi Malaysia (UTM) International’s strategic transformation of visa
service management from a compliance-oriented function into an integrated university business model that
supports institutional competitiveness for a better student experience, well-being and financial sustainability
Anchored within Malaysia’s higher education internationalization agenda, the research employs a qualitative
design using stakeholder surveys amongst international students, administrative officers, and partner agencies.
The findings reveal that UTM’ operational framework for visa management is aligned with global needs which
reflect the implementation via Education Malaysia Global Services (EMGS) and Malaysian Immigration
Department (JIM), and has enhanced service efficiency, regulatory compliance, and student satisfaction.
Nevertheless, key challenges remain in inter-agency collaboration, digital integration, and the personalization of
student support services. The study proposes a performance-driven model emphasizing digital transformation,
data analytics, and cross-functional governance to elevate service quality, institutional branding, and revenue
generation. The outcomes provide actionable insights for Malaysian universities seeking to enhance their global
competitiveness through innovation in international service delivery. By integrating data-driven management,
stakeholder collaboration, and student-centred processes, institutions can strengthen their international
positioning and contribute to sustained improvements in global rankings and reputational capital. These findings
advance the discourse on higher-education internationalization by linking service excellence to institutional
strategy and performance.
Keywords: visa management, higher education internationalization
I. INTRODUCTION
The intensifying global competition for international students has compelled universities to reconceptualize
traditional administrative functions as strategic drivers of competitiveness and institutional sustainability [1].
Among these, visa management has evolved from a compliance-based process into a strategic component of
institutional value creation. By streamlining visa operations and integrating them with the overall student
experience, universities can strengthen brand reputation, attract a diverse student population, and enhance
financial resilience through academic internationalization [2].
This reorientation positions visa services not merely as regulatory necessities but as differentiating factors that
elevate service quality and institutional appeal. Efficient, student-centered visa systems foster satisfaction,
reinforce loyalty, and contribute to sustainable international partnerships that enhance global visibility [8].
This study examines how Universiti Teknologi Malaysia (UTM) has transformed its visa management and
mobility services from a procedural compliance unit into a customer-oriented, performance-based business
model. This transformation reflects a wider shift in higher-education management, where administrative
functions align with reputational and financial imperatives to sustain competitiveness [7]. The evolution is
particularly significant given the complexity of visa policies and their influence on global enrollment patterns
[6].
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Within this framework, UTM International has strategically navigated regulations set by Education Malaysia
Global Services (EMGS) and the Malaysian Immigration Department to develop a robust, competitive service
model. This alignment supports Malaysia’s agenda to position itself as a leading education hub, leveraging
affordability, cultural richness, and institutional quality to attract global talent [5].
By advancing beyond administrative efficiency toward a holistic, student-centric model, this study contributes
to the growing discourse on international education management and provides a replicable framework for
universities seeking to enhance competitiveness through service innovation [1].
As part of this transformation, UTM also invested in developing an internal digital platform, the International
Management System (IMS 2.0), built by UTM programmers to support visa processing, student data
management, and operational workflows not covered by the national EMGS system.
A. Normal Administrative Practices
The integration of service innovation within university administrative systems marks a significant shift from
compliance-based procedures toward strategic instruments of institutional competitiveness. In higher education,
this transformation reflects global pressures to enhance service delivery, strengthen governance, and improve
universities’ reputational standing.
For Malaysian universities, visa management has become a critical dimension of this transformation, influencing
both the quality of international student experience and the financial sustainability of institutions. The adoption
of customer-oriented and innovation-driven administrative models allows universities to deliver more efficient,
transparent, and student-focused services [1]. These improvements not only reduce procedural bottlenecks but
also enhance institutional credibility and competitiveness in attracting global talent.
Scholars note that aligning administrative practices with service-innovation principles enables universities to
create value beyond compliance by improving stakeholder trust and promoting long-term sustainability [7].
Digitalization, data-driven governance, and proactive policy alignment have thus become defining features of
modern university administration, particularly in the management of international mobility and visa services.
Presented below is the standard process flow for visa acquisition for UTM international students.
Figure1 Standard process flow for visa acquisition at UTM
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B. University Internationalization Administrative Transformation
The process of university internationalization extends beyond academic collaboration to encompass the
transformation of administrative functions into strategic enablers of institutional performance and global reach.
Scholars have emphasized that higher education institutions must adapt to increasing international competition
by integrating operational efficiency, stakeholder engagement, and service innovation into their governance
structures
Strategic transformation in administrative systems is no longer confined to academic exchange or mobility
programs but includes the modernization of management practices that support the international student
experience and institutional branding. Proactive service strategies, such as digital visa management and
integrated student-support models, are essential to maintaining visibility and competitiveness in a globalized
education landscape [1].
Recent studies also highlight that sustainable internationalization requires universities to develop internal
ecosystems that promote accountability and cross-functional collaboration [7]. These structures allow
institutions to balance compliance with innovation, ensuring that administrative reforms contribute to long-term
institutional trust and reputation. Within this evolving framework, administrative transformation emerges as a
key pillar of university internationalization, linking policy alignment, service quality, and institutional
competitiveness.
C. The Role of Visa Management in International Student Experience
Visa management functions as both a regulatory requirement and a crucial determinant of international student
satisfaction. Efficient, transparent, and well-communicated visa processes influence not only students’
institutional choice but also their academic engagement, loyalty, and overall perception of the host university
[2], [6]. Studies indicate that seamless visa procedures alleviate the stress associated with immigration
documentation and legal compliance, enabling students to focus on their academic goals and social integration
[8].
Effective visa management therefore extends beyond bureaucratic administration; it represents a strategic
mechanism that shapes the international student journey and strengthens institutional reputation. In Malaysia,
where Education Malaysia Global Services (EMGS) and the Malaysian Immigration Department regulate
international student affairs, consistent coordination between universities and these agencies determines service
reliability and national appeal as a regional education hub [5]. By aligning visa governance with student-
experience priorities, universities can foster trust, promote retention, and enhance competitiveness in the global
higher-education marketplace.
D. Service Innovation and Customer Experience in Higher Education
Drawing on service-innovation theory, universities increasingly adopt customer-centric approaches to transform
administrative systems into value-creating services [4], [2]. Within higher education, this transformation
integrates technological innovation, process redesign, and personalized engagement to enhance communication,
transparency, and efficiency. As part of this transformation, UTM also strengthened upstream administrative
processes such as eDaftar, the university’s official academic registration system that verifies student enrolment
status. This registration step is essential for synchronizing academic records with visa processing requirements
and ensuring compliance with EMGS and JIM regulations.
Digital transformation, including automation, artificial-intelligence-based advising, and self-service visa
platforms, have improved service responsiveness and student empowerment. These innovations enable
institutions to anticipate and address student needs more effectively, enhancing satisfaction and institutional
loyalty [3].
Service innovation also functions as a strategic differentiator in an increasingly competitive global education
market. When universities combine technology with empathy-driven service design, they create trust-based
relationships that strengthen reputation and attract international talent. Thus, service innovation not only
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improves administrative efficiency but also reinforces the institutional brand as responsive, student-centered,
and globally competitive.
E. From Compliance to Strategic Value
Contemporary research increasingly recognizes that administrative compliance, once viewed as a regulatory
necessity, can serve as a strategic source of institutional value. When compliance processes are integrated with
organizational innovation, they can evolve into value-creating mechanisms that enhance financial performance
and institutional reputation [7]. Within the context of higher education, such integration enables administrative
functions to contribute directly to strategic outcomes, transforming them into proactive enablers of
competitiveness rather than passive governance structures.
Applying this perspective to visa management redefines it from a transactional, rule-bound process into a
strategic asset that can generate non-tuition income, strengthen stakeholder trust, and elevate institutional
credibility. By aligning visa governance with entrepreneurial and data-driven management practices, universities
can create service models that are both compliant and performance-oriented.
Scholars further emphasize that digital transformation and entrepreneurial governance form the backbone of this
shift. They enable institutions to embed compliance frameworks within dynamic systems of accountability and
innovation, supporting both operational sustainability and global competitiveness (Hashim & Ismail, 2022;
Rodrigues & Franco, 2016). As universities navigate increasingly complex regulatory environments, leveraging
compliance as a platform for innovation represents a defining feature of modern higher-education management.
F. Research Gap
Although there is an extensive body of literature on university internationalization, few studies explicitly
examine visa management as a domain of service innovation within Malaysian higher education. Most prior
research has concentrated on student mobility, policy frameworks, or institutional branding, while the
administrative mechanisms that operationalize these strategies remain underexplored [1].
Given Malaysia’s aspiration to position itself as a regional education hub, understanding how visa services can
evolve from compliance-based procedures into strategic business models is both timely and essential. There is a
pressing need to investigate how administrative innovation—particularly in visa operations—can contribute to
institutional competitiveness, revenue diversification, and improved international student experience [2].
This study addresses this gap by analyzing how Universiti Teknologi Malaysia (UTM) has restructured its visa
management operations to enhance competitiveness and align administrative reform with national higher-
education goals. By exploring UTM International’s transformation into a performance-driven, student-centered
service unit, this research extends the current discourse on service innovation in higher education and contributes
an evidence-based model for Malaysian universities seeking sustainable global positioning.
G. Research Design & Methodology
This study adopts a qualitative research design to explore how UTM has restructured its visa management
operations into a strategic service model that enhances customer experience and contributes to institutional
income generation. The qualitative approach is appropriate for capturing nuanced stakeholder perspectives,
service interactions, and organizational practices that cannot be adequately measured through quantitative
methods.
A qualitative research design was adopted to explore stakeholder perceptions and institutional practices
surrounding visa management at UTM International, particularly by the visa managing unit, the Student &
Scholar Services (I3S). This approach enables a deep understanding of human experiences, organizational
culture, and service transformation processes.
This research is situated within UTM, specifically under UTM International, the university’s central division
responsible for managing international student and staff visa matters, as well as ensuring regulatory compliance
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with Education Malaysia Global Services (EMGS) and the Malaysian Immigration Department (Jabatan
Imigresen Malaysia, JIM). Originally established as a small administrative unit, UTM International has
undergone significant structural evolution in tandem with UTM’s broader institutional transformation as a
Research University since 2010. Over time, the unit was upgraded to a section under the Deputy Vice-Chancellor
(Academic & International) and subsequently formalized as a full-fledged department.
This transformation reflects UTM’s strategic commitment to professionalizing international services by
integrating visa management within a comprehensive and customer-focused operational framework. The
department now oversees the full spectrum of visa-related services for both students and staff, continuously
improving its processes in alignment with regulatory updates and institutional policy innovations. These
progressive enhancements that anchored UTM's institutional blueprint and internationalization vision, have
contributed to measurable advancements in institutional performance, including the university’s QS World
University Rankings progression from 181st in 2010 to 153rd in 2025. This upward trajectory underscores the
role of efficient and student-oriented visa management as a catalyst for strengthening UTM’s global standing
and competitiveness.
Data were collected through service establishment and semi-structured interviews and stakeholder surveys
involving three primary groups:
1. International students who have experienced UTM’s visa processing system;
2. Administrative and operational officers from UTM International involved in EMGS submissions, student
pass renewals, and policy liaison; and
3. External stakeholders, including EMGS representatives and selected immigration officers who
collaborate with UTM.
The interviews were conducted using open-ended questions designed to elicit insights on service quality,
communication efficiency, digital support systems, and perceptions of institutional professionalism.
Complementary surveys captured broader patterns of satisfaction, challenges, and improvement suggestions
from a larger group of respondents.
Data were analyzed using thematic analysis following the six-phase framework of Braun and Clarke (2019) [9],
which provides a systematic and flexible approach to interpreting qualitative data. This method was selected for
its suitability in uncovering patterns of meaning across diverse stakeholder perspectives regarding visa
management, service delivery, and institutional performance.
The analysis began with a familiarization phase, where all interview transcripts and survey responses were
repeatedly reviewed to ensure deep engagement with the data. This was followed by inductive coding, in which
transcribed interviews and survey responses were systematically coded to identify recurring themes such as
service efficiency, digital transformation, staff responsiveness, policy navigation, and perceived value creation.
In the theme development phase, related codes were consolidated into broader conceptual categories reflecting
the study’s key focus on service improvement and institutional competitiveness.
Subsequent reviewing and refining phases ensured that emerging themes were coherent, representative, and
aligned with the research objectives. Each theme was then clearly defined and named, allowing for precise
interpretation of how UTM International’s visa management practices contribute to enhancing student
experience and generating non-tuition income. Finally, in the reporting phase, the thematic findings were
synthesized into a cohesive narrative linking empirical insights with existing literature on international education
management and university business models.
This analytical process ensured credibility, transparency, and analytical depth, producing evidence-based
insights into how strategic reforms in visa management can enhance institutional sustainability and global
competitiveness.
The findings were then triangulated across stakeholder groups to ensure validity and to identify converging and
diverging perspectives regarding UTM’s visa management performance and its contribution to institutional
competitiveness and revenue diversification.
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Applying a service innovation lens to visa management, this study advances the methodological discourse on
higher education administration by illustrating how procedural functions can be reframed as strategic drivers of
institutional competitiveness. The approach bridges service innovation theory and university management
practice, offering a context-specific framework for transforming compliance-based operations into value-
generating business models.
The findings demonstrate that student-centered and efficient visa management functions not only as a
compliance mechanism but as a catalyst for institutional sustainability, in which enhancing financial
diversification, operational efficiency, and global reputation. By employing a qualitative design grounded in
stakeholder perspectives, the study also reveals dimensions of institutional performance, such as responsiveness
and digital integration, which is often overlooked in quantitative evaluations. This methodological orientation
provides a replicable model for universities seeking to align service innovation with income generation,
international branding, and enhanced student experience.
H. Findings
The thematic analysis, complemented by institutional records, revealed that UTM’s visa management
transformation was achieved through a structured portfolio of strategic initiatives designed to improve efficiency,
compliance, and stakeholder experience. These initiatives collectively illustrate how administrative reform can
evolve into a strategic business model that enhances institutional competitiveness and supports Malaysia’s vision
as an international education hub.
1. Institutional Efficiency through Process Optimization
The findings reveal that institutional efficiency and process optimization have been central to UTM
International’s transformation in visa management. The Visa Unit has systematically embedded standardized
operational procedures for visa approval, renewal, and cancellation, aligning its processes with national
regulatory frameworks and international service benchmarks. Verification mechanisms with Education Malaysia
Global Services (EMGS) and the Malaysian Immigration Department (JIM) have been clearly defined to ensure
procedural accuracy, policy compliance, and reduced turnaround time.
Regular monthly Online Visa Clinics and quarterly coordination meetings have institutionalized a feedback-
driven governance ecosystem that enables continuous process review and real-time issue resolution. These
engagement platforms also serve as compliance checkpoints, ensuring that all operational procedures adhere to
evolving immigration policies while maintaining a customer-centered service approach.
In parallel, UTM International has prioritized staff upskilling and professional capacity building to sustain this
transformation. Targeted training sessions, policy familiarization workshops, and collaborative exercises with
EMGS and JIM have improved staff competency and decision-making confidence. The emphasis on regulatory
literacy and intercultural communication has elevated service consistency, minimized procedural errors, and
reinforced accountability across the department.
Beyond internal improvements, UTM International operates within an ecosystem of institutional oversight and
inter-university coordination. The department contributes actively to the Jawatankuasa Pengarah
Pengantarabangsaan (JKPA), a national forum comprising international directors from Malaysian public
universities. This committee convenes regularly to discuss policy harmonization, share best practices, and align
local procedures with global standards of internationalization. UTM’s International Director, appointed as one
of the chairing representatives at the national and regional levels, plays a key role in influencing strategic
decisions that impact the national higher education brand. The university’s leadership and representation within
JKPA have not only enhanced the visibility of UTM’s international operations but have also positioned the
institution as a thought leader in visa management excellence and policy alignment.
Through these interconnected mechanisms—policy compliance, staff development, and governance through
JKPA—UTM International has established a balanced and accountable operational ecosystem. This structure
ensures internal check-and-balance, promotes consistency across units, and maintains alignment with global
standards in visa management processes and service delivery. Collectively, these efforts have contributed to
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improved efficiency, reduced administrative error, and strengthened institutional branding as a reliable, student-
focused global university.
2. Digital Transformation and Data-Driven Innovation
Digital innovation has emerged as a core pillar in UTM International’s transformation strategy, reinforced
through the development of the International Management System (IMS 2.0). Unlike the national EMGS
platform, which manages only selected visa stages, IMS 2.0 was built internally by UTM programmers to support
end-to-end university-level processes, including visa tracking, document verification, student data management,
appointment scheduling, and automated reminders. This system enables UTM to manage internal workflows
with greater autonomy, speed, and accuracy, allowing the university to respond efficiently to administrative tasks
that EMGS does not cater for. The planned Statistical Dashboard and Data Analytics Module for monitoring
visa trends further highlights UTM’s shift toward evidence-based institutional decision-making.
In close collaboration with UTM Digital, the central unit responsible for developing and managing the
university’s integrated digital ecosystem, UTM International has expanded a comprehensive digital
infrastructure tailored to international student needs. This partnership utilizes the university’s enterprise data
systems to design user-centered digital platforms that streamline the visa process. The enhanced automation in
application verification has significantly accelerated processing times, reduced human error, and improved
overall service quality. These innovations collectively demonstrate how digital transformation strengthens the
university’s competitive position and enhances the overall experience of international students.Digital alerts for
passport expiry and real-time compliance reminders (“Stay compliant—avoid overstaying”) embedded in
official email signatures serve as preventive governance measures. These digital strategies illustrate the
alignment of UTM’s administrative functions with its broader digital transformation agenda under the
university’s institutional blueprint.
3. Staff Competency, Responsiveness, and Stakeholder Engagement
The findings also indicate that staff competency development and stakeholder engagement have been central to
the success of UTM International’s transformation. Continuous professional training, benchmarking visits, and
structured policy awareness sessions have significantly enhanced operational coherence across different
institutional units. These initiatives were conducted in collaboration with multiple key stakeholders, including
the External and Global Engagement (EGE) Committee, the Faculties, the Student Recruitment and Admission
Division (SRAD), and the Bursar’s Office, which manages payment services through the PayHub system.
Engagement also extended to UTMSPACE, which oversees international students in the bridging category, as
well as faculty-based international offices responsible for both undergraduate and postgraduate students in the
main academic programs.
Through this collaborative structure, the university has established a comprehensive support ecosystem for
international students across categories and programs. The participation of visa agents and finance officers in
these sessions fostered a more integrated understanding of student visa processes, documentation flow, and
financial transactions related to visa applications. This cross-unit engagement has built stronger communication
channels and a shared sense of accountability among all stakeholders involved in managing the student visa
lifecycle.
The International Student and Scholar Services (I3S) unit has demonstrated proactive leadership by coordinating
regular briefings during the International Student Orientation Programme (ISOP) and conducting expert dialogue
sessions with Education Malaysia Global Services (EMGS) and the Malaysian Immigration Department (JIM).
These platforms ensured that policy updates, procedural changes, and compliance expectations were consistently
communicated to both staff and students. This holistic approach to stakeholder engagement has not only
strengthened institutional governance but also enhanced service quality and customer experience, aligning with
the broader strategic goal of positioning UTM as a globally competitive university.
These initiatives cultivated a professional service culture emphasizing empathy, courtesy, and intercultural
understanding. Such human-centered approaches are consistent with literature identifying staff responsiveness
as a critical determinant of international student satisfaction and institutional loyalty [4].
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4. Policy Alignment and Strategic Compliance
UTM International’s strength in policy alignment and regulatory compliance represents a major institutional
milestone. The Visa Unit has consistently reviewed and updated policies related to fines, student insurance, and
dependent visa regulations to ensure full conformity with Education Malaysia Global Services (EMGS) and
Malaysian Immigration Department (JIM) standards. Unlike many universities that do not impose fines, UTM
adopts a structured compliance-based fine policy aimed at encouraging responsibility and fostering awareness
among students about visa obligations. This approach functions as a preventive measure that reinforces
accountability rather than a punitive system.
Collaborative consultations with the Bendahari UTM, Student Recruitment and Admission Division (SRAD),
and faculty deans ensure coherent implementation across all operational levels. The integration of payment
through the PayHub digital platform enhances transparency and traceability, strengthening financial and
procedural governance.
In parallel, benchmarking with other Malaysian public universities enables UTM International to continuously
evaluate and refine its policy practices. This ongoing comparative assessment ensures that the university’s visa
management system aligns with global standards of compliance and integrity. Through these strategic efforts,
UTM International has positioned itself as a reference model of regulatory excellence, demonstrating that
compliance can serve as a cornerstone of institutional credibility, international branding, and stakeholder trust.
Nevertheless, an additional operational issue highlighted in this study concerns the i-Kad, a physical
identification card required for every international student, with a mandatory fee of RM10 per application.
Although designed as an official student identity document, the findings show that students generally do not find
the i-Kad useful. In actual enforcement practice, both immigration and police authorities rely primarily on the
passport and valid visa sticker during random or targeted checks, rather than the i-Kad. The card merely stores
insurance information already captured in existing systems, resulting in duplication rather than added value.
Participants suggested that this requirement would be more effective if the i-Kad data were integrated into the
existing visa or student-pass database instead of being maintained as a separate process. This highlights a
misalignment between policy intention and practical function, and underscores the need for streamlined,
interoperable systems to improve efficiency and student experience.
5. Value Creation, Branding, and Income Diversification
UTM International successfully translated administrative transformation into institutional value creation. The
introduction of visa administrative fee reviews, consultative services, and digital payment integration (PayHub
kiosk) diversified income streams while improving convenience for users. Initiatives such as the I3S Blazer
branding project and infrastructure enhancements like the covered walkway to S19 reinforced UTM
International’s professional identity and visibility among global partners.
Events such as the Iftar with Strategic Partners and Embassy Engagement Visits strengthened diplomatic ties,
enhancing Malaysia’s reputation as a welcoming academic destination. These efforts exemplify how service
innovation and stakeholder branding can transform an administrative function into a strategic business pillar.
6. Strategic Integration Toward Study Objective
Collectively, these findings confirm that UTM International’s Visa Unit has achieved the study’s objective—to
demonstrate how visa management can evolve from a compliance function into a strategic driver of university
competitiveness. Through process optimization, digital innovation, stakeholder engagement, and branding
initiatives, the department now operates as a customer-centric, performance-driven unit that generates tangible
value for both students and the institution.
This transformation illustrates a replicable model for Malaysian universities seeking to enhance global
competitiveness through administrative innovation. UTM’s experience affirms that well-designed visa and
immigration services, when strategically aligned with institutional goals, can serve as powerful catalysts for
financial sustainability, student satisfaction, and international reputation.
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J. DISCUSSION
As referred to Figure 1, Table 1, 2, and 3 below, between 1 January and 19 November 2025, UTM International
recorded a total of 3,821 international applications, with 3,816 submissions completed through the online
platform, reflecting a 99.87% digital adoption rate. This dataset provides a quantifiable indicator of the
effectiveness of UTM International’s digital transformation initiatives, particularly the optimization of the
International Management System (IMS 2.0), UTM’s internally developed platform that supports visa stages
and data processes managed exclusively by the university.
Table 1 Monthly application of visa by international students
Indicator
Value
Total Applications Received
3,821
Online Submissions
3,816
Digital Adoption Rate
99.87%
Reporting Period
1 Jan – 19 Nov 2025
The high online-submission rate demonstrates strong global user confidence in the university’s digital
ecosystem, signalling that applicants experience minimal friction during the initial engagement stage. This aligns
directly with the study’s objective of examining how operational modernization in visa and mobility services
contributes to institutional competitiveness. The data suggests that UTM’s improvements in system usability,
automated communication, and centralized document processing have created a streamlined and accessible
application environment that appeals to international applicants.
Table 2 Monthly Statistical Indicator of visa by international students
Statistical Indicator (Jan–Nov 2025)
Research Interpretation
3,821 applications received
Indicates strong global demand and sustained interest in UTM.
3,816 online submissions
Confirms high usability and accessibility of digital systems.
99.87% digital adoption
Demonstrates successful digital transformation and user trust.
5 non-online submissions
Represents minimal exceptions requiring manual handling.
Period: 1 Jan – 19 Nov 2025
Supports study timeframe for competitiveness analysis.
Table 3 Implication for UTM on application of visa by international students
Transformation Theme
Evidence from Application Data
Implication for UTM
Digital Transformation
99.87% submissions via online
platform
Confirms strong implementation of
IMS 2.0 and automated workflows.
Service Innovation
High application volume
Demonstrates improved service
quality and user experience.
Compliance & Governance
Consistent online documentation
flow
Supports EMGS/JIM alignment and
reduces compliance risks.
Institutional Branding
Sustained demand from global
applicants
Visa services indirectly strengthen
UTM’s international reputation.
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Furthermore, the sustained volume of applications during the reporting period indicates a positive correlation
between service innovation and institutional attractiveness. As highlighted earlier on digital transformation
policy alignment, and enhanced staff responsiveness, UTM International has built a service infrastructure that
supports efficiency, compliance, and positive applicant experience. The application statistics thus serve as
empirical validation that visa and mobility services have evolved into a strategic driver of visibility,
competitiveness, and global engagement for the university.
Although the findings offer valuable insight into UTM’s strategic transformation, this study is bounded by
several methodological limitations. The qualitative design, while allowing for deep contextual interpretation,
does not capture quantitative performance indicators such as visa turnaround time, customer satisfaction scores,
error-rate reduction, or financial benefits derived from administrative innovation. Additionally, because the
study focuses on a single institutional context, the applicability of its findings may differ for universities
operating under alternative governance structures or digital capacities. While the study highlights the
significance of IMS 2.0, it does not empirically evaluate the platform’s technical scalability, cybersecurity
safeguards, or long-term sustainability. These limitations suggest the need for further quantitative and cross-
institutional validation to broaden the generalizability of the model.
Furthermore, although the application data validates the strength of UTM’s digital submission ecosystem,
additional quantitative indicators; such as changes in processing time, renewal efficiency, or customer
satisfaction, were beyond the scope of this study. Incorporating these metrics in future work would provide more
empirical grounding to complement the qualitative insights presented here.
CONCLUSION
This study examined how Universiti Teknologi Malaysia (UTM) transformed its visa and mobility services from
a compliance-based administrative function into a strategic, digitally enabled system that enhances institutional
competitiveness. The findings show that UTM International has significantly improved process efficiency,
regulatory alignment, and user experience through structured governance and digitalisation. A key milestone in
this transformation is the development of IMS 2.0, UTM’s internally built student database and visa-processing
system designed by in-house programmers to support end-to-end processes handled exclusively by UTM—
particularly areas not catered for by the national EMGS system. The exceptionally high 99.87% online
submission rate reflects the reliability of these internal digital tools and the effectiveness of improved
communication and documentation protocols, addressing long-standing issues such as delayed submissions,
incomplete documents, and improper student entry into Malaysia.
Overall, the transformation of visa services at UTM has evolved into a value-creating institutional asset that
strengthens student satisfaction, operational excellence, and global visibility. By integrating IMS 2.0, data-driven
governance, and student-centred service design, UTM International demonstrates how administrative functions
can become strategic enablers of institutional performance and internationalisation. The university’s experience
illustrates a replicable model for higher education institutions seeking to enhance their international service
ecosystem through internal system development and process innovation. Future work may further examine
quantitative impacts, the expansion of IMS 2.0 capabilities, and cross-institutional benchmarking to advance
best practices in international student service delivery.
Future research should employ mixed-method approaches such as time-motion analysis, satisfaction metrics,
and financial evaluation to better quantify the impact of administrative transformation. Comparative
benchmarking with other universities, deeper examination of IMS 2.0’s technical integration with EMGS/JIM,
and broader stakeholder inclusion—including alumni, rejected applicants, and private partners—would further
enhance the study’s relevance and system-wide insight.
ACKNOWLEDGMENT
The authors wish to express their deepest gratitude to UTM International and the I3S Visa Unit for their
continued support and guidance throughout the course of this research. The insights provided by officers from
EMGS and the Malaysian Immigration Department (JIM) were instrumental in shaping the findings and ensuring
INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XI November 2025
Page 5119
www.rsisinternational.org
policy accuracy. The authors also extend heartfelt appreciation to the UTM Digital and IMS 2.0 development
teams, whose dedication to building and maintaining UTM’s internal visa management system reflects the
university’s commitment to service innovation. Special thanks are due to all participating students and
administrative personnel for their time, perspectives, and contributions.
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