<![CDATA[Background: In an era of volatility, uncertainty, complexity, and ambiguity (VUCA), private higher education institutions face regulatory, competitive, and quality pressures that require organizational responses capable of maintaining core functions while adapting to disruption. Objective: This study examines how Islamic Organizational Culture and Strategic Networks interact in the Universitas Muhammadiyah Gresik (UMG) case to shape Institutional Resilience Capability and support long-term competitiveness, using the Resource-Based View (RBV) and VRIO logic as an interpretive lens. Methods: A qualitative descriptive-analytical single-case study was conducted at UMG. Data were obtained from nine purposively selected key informants through semi-structured in-depth interviews, passive participant observation, and strategic document analysis. Trustworthiness was supported through source and technique triangulation, member checking, dependability auditing, and an audit trail for confirmability. Results: In the UMG case, the findings indicate that institutional resilience appears to emerge through the interaction of internal value stability and external relational agility. Prophetic values (Siddiq, Amanah, Tabligh, Fathonah) and local customs function as a behavioral and cultural shock absorber, while academic, industry/business, and institutional alliances expand access to information and resources. Together, these mechanisms are associated with anticipatory, coping/adaptive, and transformative capacities. Conclusion: The single-case findings suggest that spiritual capital generated through internalized Islamic organizational culture can complement strategic networks in strengthening institutional resilience. The proposed mechanism is context-bound and should be tested across multiple institutions, including through comparative designs and subsequent quantitative modeling.]]>
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