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This study explores the integration of community driven learning practices in the adoption of educational technology and its impact on sustainability. With the rapid advancement of digital tools and platforms, higher education institutions have increasingly adopted online and hybrid learning models to enhance teaching and learning. However, despite the potential benefits, aligning institutional goals with community needs remains a significant challenge. This research utilizes a mixed methods approach, combining stakeholder surveys, policy analysis, and comparative case studies to evaluate the effectiveness of both top down and community aligned adoption models. The findings reveal that community driven models, which involve local stakeholders in the decision making process, lead to higher engagement, better adoption rates, and greater long term sustainability compared to top down approaches. Stakeholders, including educators, students, and administrators, reported that participatory decision making fostered a sense of ownership and ensured the relevance of adopted technologies. The study also identifies key sustainability factors, including participatory decision making, long term community engagement, and contextual relevance, which are crucial for ensuring that educational technologies remain effective and beneficial over time. However, challenges such as resistance to change, lack of resources, and unequal access to technology were found to hinder the successful implementation of sustainable models. The research concludes with practical recommendations for educational institutions and policymakers to adopt community aligned models and ensure equitable access to technology. Future research directions are suggested to further explore the balance between institutional innovation and community driven learning, with a focus on long term outcomes and the adaptability of these models across different educational contexts.

Quiet quitting refers to a phenomenon in which employees do not formally resign from their jobs but intentionally limit their work efforts to the minimum required. This study aims to adapt the Quiet Quitting Scale developed by Galanis et al. (2023) into the Indonesian context. A quantitative approach was employed involving 100 respondents drawn from both private and government sectors. The adaptation process included forward translation by three linguists, synthesis of the translated versions, and cultural adjustment to ensure contextual relevance. Data were analyzed using Confirmatory Factor Analysis (CFA) based on a three-factor model consisting of detachment, lack of initiative, and lack of motivation. The results indicate that the Indonesian version of the Quiet Quitting Scale demonstrates acceptable construct validity across the proposed factors. However, several items still require refinement, suggesting that further development and validation with larger and more diverse samples are necessary to strengthen the scale’s psychometric properties.

The transformation of public governance has encouraged a paradigm shift in public service delivery, from an administrative and procedure-oriented approach toward a citizen-centered and value-based model. In this context, public sector marketing has emerged as a strategic instrument to enhance service quality, institutional image, public participation, and trust. This study aims to examine the contemporary implementation of marketing strategies and planning in the public sector, with particular attention to their effectiveness and contextual relevance. The research adopts a qualitative descriptive approach through a systematic literature review of selected scholarly publications addressing public sector marketing, strategy implementation, digital governance, and public service management. The findings indicate that public institutions increasingly apply marketing principles not as commercial activities, but as mechanisms for creating public value through strategic communication, digital engagement, institutional branding, and stakeholder collaboration. However, the effectiveness of implementation varies across organizations and is strongly influenced by leadership capacity, human resources competence, organizational culture, and technological support. The study also reveals that public sector marketing strategies must be adapted to social, cultural, and institutional contexts, as private-sector models cannot be directly transferred. Theoretically, this study strengthens the positioning of marketing as an integral component of public governance. Practically, it provides insights for public organizations to develop contextual, responsive, and sustainable marketing strategies to improve public service performance and trust.