Fig 1.
The shared governance structure between MBRU and Dubai COVID-19 Command and Control Centre, upon activation and mobilization of local capabilities in response to the pandemic.
The resultant activated structure had three foci (represented as circles): maintaining learning and teaching (i.e., MBRU), while responding to the pandemic internally (i.e., university-level taskforce) and externally (i.e., Dubai COVID-19 Command and Control Centre). The dashed outlines are used to indicate the temporary activation, while the outline of the former circle is solid to signify maintenance of the university’s ongoing core activities. Using the same colour for roles is meant to represent the multiple responsibilities, across foci, that any one key stakeholder held (leading to a ‘unique’ shared governance structure).
Fig 2.
Alignment of goals (micro-, meso-, and macro-levels), as illustrated in a previously conducted mixed methods investigation that took place in the same context of the current study [32].
This figure shows how the pillars of Dubai Health (Care, Learning, and Discovery, and Giving) are feeding into the pillars of the ministerial Outcome-based Evaluation Framework (OEF) which in tun contribute to select Sustainable Development Goals (SDGs). Patient first, as the core value of Dubai Health [purposely located in the heart of the illustration, slightly towards the left (in Green, which is considered a balanced anchor for the other colours of the visible spectrum)]. This patient centricity is among the differentiators of MBRU from the rest of the Higher Education Institutions governed by the OEF of the UAE Ministry of Higher Education and Scientific Research.
Fig 3.
Outline of the current study’s convergent mixed methods research design.
Fig 4.
Mind map deployed as a tool to facilitate the qualitative analysis.
This figure is meant to demonstrate a steppingstone in the analysis process. The output of respective analysis is represented in Fig 7.
Fig 5.
Demographic information of questionnaire respondents.
Table 1.
Output of descriptive quantitative analysis for 5-point Likert-type scales.
Fig 6.
Demographic information of interview participants.
Fig 7.
This study’s conceptual mode, namely ‘Enablers of Organizational Resilience’.
Table 2.
Distribution of theme mentioning.
Table 3.
The iterative side-by-side joint display analysis process (of integrating the data findings) resulted in four meta-inferences: Response characteristics, Behaviour specificities, Consistency of opinions, and the Fundamental role of organizational culture. The secondary colour Green emerged by mixing the primary colour Blue with the primary colour Yellow (symbolising the critical thinking that took place to generate the meta-inferences from the integration of two sets of primary inferences). The integration led to enhancement, alignment, or refinement of the researchers’ overall understanding of the subject matter.