RISIKO STRUKTUR ORGANISASI PERGURUAN TINGGI HASIL PENGGABUNGAN DITINJAU DARI PERSPEKTIF MANAJEMEN RISIKO

Objective: This study analyzes organizational risks following the merger of two colleges into a university and determines mitigation priorities using ISO 31000:2018. Methods: A qualitative case study was conducted at University X. Data were obtained through direct observation, semi-structured interviews with university leaders and unit managers, and document review. Risk identification focused on the functions, responsibilities, and relationships among organizational units. Risk levels were assessed using five-point likelihood and consequence scales adapted from AS/NZS 4360:2004 and then presented in a risk matrix. Results: Seven risks were identified in human-resource management, academic management, internal quality assurance, general administration, and institutional cooperation. Five risks were classified as very high. The highest score concerned competency alignment among lecturers and education staff, followed by curriculum integration and internal quality-assurance processes and supporting documentation. Two risks, namely administrative integration and cooperation management, were classified as medium, each scoring 9. Novelty: This study links post-merger organizational restructuring with systematic risk mapping in a newly established university. The findings indicate that human resources, academic processes, and quality assurance require coordinated management through competency mapping, policy harmonization, strengthened quality assurance, and integrated information systems.