Publication Details
Abstract
AI is proving to be transformative for many parts of higher education or, at least, has the potential to transform how we can improve educational effectiveness and fundraising success. Still, how AI can provide truly sustainable competitive advantage is not yet sufficiently understood. This study positions AI as a strategic organizational capability and analyzes the implementation of its combinatory nature with human capital, institutional processes, educational quality, labour-market alignment, and responsible governance in gaining and maintaining regeneration of competitive advantage for higher education institutions over time.
Using a qualitative, evidence-driven design grounded in systematic secondary-data analysis and theoretical evidence synthesis of findings from UNESCO, the World Economic Forum and the OECD. The study was based on the Resource-Based View. The results suggest, standing alone, AI adoption does not represent a sustained competitive advantage; instead strategic value arises from the successful integration of well-defined human and organizational capabilities alongside AI. There is also evidence of the increasing institutionalization of AI governance, labor demand for AI literate skills in the labour market.
Concurrently, challenges related to privacy, inequality, academic integrity, ethical risks and institutional readiness remain formidable. The paper concludes by arguing that sustainable competitive advantage will depend on accelerating the responsible, strategically-aligned and human-centred development of AI capabilities.