Abstract
The pandemic of Covid-19 will drastically change the world. The thought and functioning of governments, organisations, and citizens will change dramatically – even for the long term. The higher education (HE) market is currently experiencing a tectonic change among many economic sectors. Following the pandemic in Covid-19, the country is home to tens of thousands of students either forced to live in the campus or deportation from the campuses and academic staff. Higher education institutions (HEI) are split up and teachers and students struggle with the new sudden law of teaching and learning completely implemented in the field of technology. How has Covid 19 pandemic altered main processes in education, including academic recruitment, academic management, teaching and learning processes, study and advancement processes, student life (accommodations on the campus, financial and co-curricular activities and other student welfare activities including food, transportation etc.)? On the other hand, how has Covid-19 compelled the institutions of HE to implement new approaches, and to let go of their current teaching practices. The benefits, drawbacks and barriers to online platforms are included. In addition, intellectual honesty is a crucial concern in the online educational network. In this paper, all the main issues described above will be addressed through the development of a conceptual framework as a response to the Covid-19 pandemic that is happening throughout the world. The framework is based on the propositions developed by Duchek (2020). In this process-based framework the issues are connected to a set of constructs that act as enablers of Higher Education Resilience (HER). The enablers or drivers of HER include ‘meta-capability’ of HE (knowledge, resource availability, social resources, and power/responsibility) and resilience stages (anticipation, coping, and adaptation). The practical application of this study is the formulation of Higher Education Resilience Index (HERI) which will help stakeholders such Ministry of Higher Education (MOHE) to categorize each HEI according to the level of HERI, as either Very Low, Low, Moderate, and High Resilience. Using the HERI categories the governments, MOHE in particular, would be able to come up with ‘stimulus packages’ for HEIs that needs assistance (financial and non-financial) from the government.
Highlights
The global scenario witnessed how the COVID-19 pandemic compelled colleges and universities to shut down their campuses — moving online classes and dramatically changing their teachinglearning process and ways of doing assessment — and those in higher education are grappling with how to meet the challenge
The purpose of this paper is to develop a conceptual framework that describes the interrelationships concerning the resilience of Malaysian higher education which in dire need to survive in uncertain environments and to foster future success
It would be expected that the formulation of Higher Education Resilience Index (HERI) will help the Ministry of Higher Education (MOHE) and Ministry of Finance (MOF) as the stakeholders, to do the follow-up actions such as introducing some ‘Stimulus Packages’ for each Higher education institutions (HEI) according to the level of HERI, respectively
Summary
The global scenario witnessed how the COVID-19 pandemic compelled colleges and universities to shut down their campuses — moving online classes and dramatically changing their teachinglearning process and ways of doing assessment — and those in higher education are grappling with how to meet the challenge. The knowledge base of an organization is an essential framework for organizational resilience This provides a basis in which important changes are predicted and adapted. Power-based Capability Crises can unlock new openings for adaptation process, and they can act as an agent of change, sense improper actions and seek new resolutions (Cheese, 2016) Contrary to this context, it is becoming increasingly important to involve and inspire workers across lower levels of the organization to work together with the management to find suitable solutions. Appreciation and recognition are closely related and can be a key to good relationship between top management and lower level employees Building these unique capabilities are important for resilience to recognize and manage crisis such as Covid pandemic in order to anticipate quickly and get prepared and avoid unnecessary escalation. Based on the conceptual framework above, the following hypotheses statements are developed: H1: There is a significant relationship between Knowledge- based and Anticipation
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