Strategic resilience for sustainability in a Caribbean higher education institution: a qualitative case study

Purpose This study explores how a Caribbean higher education institution (HEI) has demonstrated strategic resilience while advancing its sustainability agenda in response to economic, health and technological disruptions. The paper aims to offer regionally grounded insights on embedding resilience and sustainability principles into institutional planning and governance. Design/methodology/approach A qualitative case study design was employed, using thematic analysis of seven Annual Reports (2017–2024) from one of five campuses of a Caribbean HEI. The analysis focused on institutional responses to macroeconomic shifts, the COVID-19 pandemic and the post-pandemic transformation period. Key themes included strategic resilience, Sustainable Development Goal (SDG) 4 alignment and SDG monitoring and reporting. Findings The institution implemented phased strategic planning to navigate crises while preserving educational continuity and operational functionality. Leadership actions included rapid digital transformation, diversification of revenue streams and strategic collaborations at the national and regional levels. While sustainability-related projects were documented, opportunities remain to enhance institutional reporting, assess partnership impacts and align sustainability efforts more systematically across the university’s planning frameworks. Originality/value This paper offers an empirical contribution from a Caribbean Small Island Developing State context, where HEIs face distinct vulnerabilities and regional responsibilities. It provides practical guidance for academic leaders, planners and policymakers aiming to integrate resilience and sustainability into higher education governance and institutional transformation strategies.