Northern outpost: Chernihiv Polytechnic National University in the conditions of the russia-Ukrainian war

Academic resilience and emotional intelligence are considered important personal resources for furthering students’ academic performance. However, many educational organizations seem to trivialize the performance implications of these constructs in teachings and curriculum. Consequently, it can decrease not just their academic performance but also their employability, as they lack the generic competencies to adapt and survive in a stressful context. Even so, empirical evidence on integrating academic resilience, emotional intelligence, and academic performance remains unexplored in the Nigerian university context. Therefore, the study aimed to investigate the linkages between academic resilience, emotional intelligence, and academic performance in Nigeria. The partial least square (PLS) modeling method was utilized for testing the stated hypotheses with data collected from 179 final year undergraduate students in the regular B.Sc. Business Administration and B.Sc. Marketing program at Delta State University, Nigeria. From the PLS results, the study reported that academic resilience was positively related to emotional intelligence (β = 0.125, p = 0.007), academic resilience (β = 0.231, p = 0.000) and emotional intelligence (β = 0.260, p = 0.000) were positively related to academic performance, and emotional resilience mediated the positive relationship between academic resilience and academic performance (β = 0.057, p = 0.005). While academic resilience predicted academic performance, it also predicted emotional intelligence, which affected academic performance significantly and positively.

South African universities have embraced a drive to internationalize in view of globalization. One of the widely adopted measures towards internationalization has been the recruitment of international postgraduate scholars. The rationale is to draw diverse knowledge and expertise from the international students. However, the University of KwaZulu Natal’s Westville campus has not managed to attract a significant number of international scholars. The trend suggests that the university is unable to meet the expectations of international postgraduate students with regards to service delivery. The suggestion is premised on the argument that the previous and current international postgraduate students have not been satisfied with the service quality to stimulate other foreign postgraduate student enrolments through positive word of mouth. The main objective of the study was to confirm the assertions while exposing the gaps between their expectations and perceptions of service delivery at the university. The SERVQUAL model was used to guide the assessment of service quality among the research participants. The study adopted quantitative methodologies and data was drawn from international postgraduate students who were enrolled at the institution during the academic year 2016. The findings revealed that the international postgraduate students were dissatisfied with the levels of service at the university. Specifically, the study exposed gaps across all the five dimensions of service quality, namely reliability, responsiveness, assurance, empathy and tangibles. It was concluded that the management at the university should institute deliberate measures to improve service quality, especially towards international postgraduate students.

This study aims to highlight the resilience and innovation of Taras Shevchenko National University of Kyiv (KNU) in the face of internal and external risks, particularly during times of war and political instability. KNU’s commitment to advancing knowledge is evident through its successful maintenance of educational, scientific, and economic activities and its proactive measures to counter propaganda and misinformation. The university has prioritized the psychological and emotional support of its students and staff and has minimized student losses by implementing flexible forms of education and individual counseling. KNU has also strengthened its international partnerships and grant initiatives. Despite significant losses, the university has maintained its material and technical infrastructure by leveraging various funding sources and developing a strategic trajectory toward an entrepreneurial model. KNU’s strategic objectives include transforming the university into the core of innovation clusters, establishing a risk management system, and monitoring the labor market. KNU’s experience could provide valuable insights for other universities facing similar challenges, emphasizing the importance of effective risk management, crisis communication, and psychological support for the academic community.

Acknowledgment
The authors express their gratitude to the Armed Forces of Ukraine for their bravery and resilience in the fight for the country’s freedom and independence against new threats in the 21st century. They also thank the Taras Shevchenko National University of Kyiv staff for their unwavering commitment, selflessness, and psychological fortitude, enabling maintaining and expanding the university’s resources despite challenging circumstances. Overall, the authors are optimistic about the future and confident in the prospect of victory.