Document Type : Original Article
Authors
1 Assistant Professor in the Department of Educational Administration, Farhangian University, P.O. Box 14665-889, Tehran, Iran. E-mail: m.mojtabazadeh@cfu.ac.ir
2 B.A. student, Department of Social Sciences, Farhangian University, Zanjan, Iran.
Abstract
Artificial intelligence has exerted decisive impacts on various sectors of society, including higher education, in recent years. The present study was conducted with the aim of exploring and identifying the opportunities and challenges of artificial intelligence in the higher education system. The study was carried out using a qualitative approach and a meta-synthesis method. The statistical population comprised all scientific documents published in Persian and English in specialized journals between 2019 and 2025 that were relevant to the research keywords. Out of 649 documents meeting the inclusion criteria, 30 articles were selected for analysis and synthesis following a screening process. Sandelowski and Barroso's (2007) seven-step method was implemented to achieve the results. Codes relevant to the research question were analyzed and implemented at three levels: open codes, axial codes, and selective codes. According to the findings, eight axial codes were identified for the opportunities of AI in higher education: Personalization and Educational Adaptation, Intelligent Support and Assistance, Automation and Process Optimization, Advanced Assessment and Analysis, Content and Resource Development, Removing Barriers and Facilitating Access, Enhancing Interaction and Collaboration, and Improving Educational Quality. Furthermore, seven axial codes were identified for the challenges of AI in higher education: Ethical and Academic Threats, Negative Impacts on Learning, Bias and Inequality, Technical and Quality Issues, Resistance and Negative Attitudes, Knowledge and Skill Deficiencies, and Infrastructural and Financial Limitations. The findings of this research serve as a strategic roadmap for higher education administrators and policymakers to adopt proactive strategies for managing the digital transition, rather than resorting to passive or restrictive approaches.
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