Institutional Capacities Building of Universities in Post-Conflict Context: A Dynamic Managerial Capabilities Perspective: Early Post-Conflict Recovery Assessment (2019-2020)

Background Drawing on the literature on Strategic Management and the Entrepreneurial University approach, particularly through the lens of the Resource-Based View, this study explores how the Dynamic Managerial Capabilities (DMC) of campus leaders foster institutional capacity building in the context of post-conflict higher education. This study aims to develop a clear and detailed understanding of the current status of the University of Fallujah to support post-ISIS recovery efforts while enhancing overall institutional quality. An additional motivation is to assist university administrators in optimally using limited funds and resources by prioritizing core rebuilding areas that can improve institutional performance. Methods This study adopts a qualitative case study approach and employs a Higher Education Institutional Capacity Assessment Tool (HEICAT). This study aims to generate specific and concrete evidence on institutional needs that can inform the development efforts of scholars and stakeholders. It also seeks to build capacity among local administrators by supporting their ability to conduct ongoing institutional self-assessments using internationally recognized good practices. Results The findings reveal that institutional performance challenges in the case study stem less from material scarcity and more from underdeveloped human, social, and cognitive capital among the campus leaders. Conclusions Strengthening the managerial capabilities of campus leaders is essential for advancing institutional adaptability, improving quality assurance, and aligning with international academic standards in post-conflict higher education environments.