The relationship between identification and loyalty in a public university: Are there differences between (the perceptions) professors and graduates?

Contribution of social responsibility to the work involvement of employees

“…A loyal stakeholder does not look for alternatives, but if it needs something, it looks for it in the organization (Stangl et al, 2017). This generates a numbers of advantages for the organization, such as the intention of maintaining long‐term relationships, improving its image or reputation or benefiting from positive word of mouth (Cachón‐Rodríguez, Prado‐Román, & Zúñiga‐Vicente, 2019; Miotto, Del‐Castillo‐Feito, & Blanco‐González, 2020).…”

The identification-loyalty relationship in a university context of crisis: the moderating role of students and graduates

“…This relationship causes different types of stakeholders to feel connected to the institution, speak well of it, attract new types of stakeholders or perform extra-role activities to achieve its objectives (Balaji et al 2016). Identification differs from loyalty in that while identification is necessarily linked to the causes, objectives or values that the organization has and that the stakeholder shares with it, loyalty is the sum of perceptions that the stakeholder has of his own experiences (Cachón et al 2019). For this reason, the different types of stakeholders identified with the organization will be more loyal to it during a crisis situation, while those types of stakeholders loyal to an organization do not have to feel identified with it in this kind of adverse situation (Marín and Ruiz 2007;Xiao and Lee 2014).…”

Determinants of Reputation at Private Graduate Online Schools

“…An organization not only wants to have a positive reputation, but it also expects the public to recognize certain distinctive characteristics in it, which will help its position with respect to others. The construction of the desired perception arises from the variables that can easily be manipulated by the organization, which will allow outlining an identity of its own and clearly differentiated from other organizations [8]. Corporate reputation can be studied from the perspective of the consumer or end-user [9]; from the perception of the external or internal public [10]; from a sociological perspective, meeting the expectations and norms in an institutional context [11]; as an intangible asset that can produce economic value [12] or as a strategy that can be managed from within the organization [13].…”

“…One of these challenges is to maintain student loyalty based on the quality of the service, which can be measured based on processes and performance. At the same time, the quality of the service affects the public's perception of a university [8].…”

“…Research related to the work environment and job satisfaction of teachers analyze as main factors of their evaluations the stress and anxiety of publishing, teaching and university service, obtaining an adequate salary, and meeting the demands of academic associations and the local community [35,72,73]. Thus, the lack of attention to the concerns and needs of teachers can have serious negative consequences for a higher education school, diminishing its effectiveness, its competitive position and its reputation over time [8,74]. In other words, institutions that offer employees or faculty a fair reward for their work, show concern for their well-being, and offer equal opportunity (attributes related to the work environment) can contribute to increasing their reputational level.…”