ASSESSING ORGANISATIONAL RESILIENCE OF PRIVATE HIGHER LEARNING INSTITUTIONS

Abstract

Private higher learning institutions (HLIs) are considered less resilient to environmental changes compared to other industrial counterparts. With a global pandemic such as the coronavirus (COVID-19), private HLIs need to leverage and strategise their operations to adapt to sudden changes. The purpose of this paper is to examine factors that contribute towards effective organisational resilience among private HLIs. The data were gathered from 122 management-level employees of private higher-level institutions. The data on the respondent’s internal control systems (ICS), leadership capabilities, financial capabilities, enterprise resource management, and organisational resilience were collected using questionnaires. Descriptive statistics were reported, followed by Pearson’s correlation and hypothesis testing using multiple regressions. The regression model revealed the ICS, financial capabilities, and enterprise risk management (ERM) practices that significantly influenced organisational resilience. The study results enable incorporations and prioritisation based on the levels of resilience that affect private HLIs through the design, adoption, and implementation of policies and practices that facilitate resilience. The current global outlook on private education indicated that research on private learning institutions was limited. This study provides critical information that enabled private HLIs to remain competitive