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All Journal Masyarakat, Kebudayaan dan Politik International Journal of Economics, Business, and Entrepreneurship (IJEBE)
Morakinyo, Dauda Ayodele
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Arts Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences Other

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Brand Reputation as a Mediator in the Relationship Between Crisis Management and Hospitality Performance in Nigeria. Sajuyigbe, Ademola Samuel; Umoru , Philomina Itunumen; Morakinyo, Dauda Ayodele; Tella, Rahman Adeniran; Igwe , Clara Obiageri; Egunjobi, Grace Oyejope; Oladeji, Adesola Alaba
International Journal of Economics, Business, and Entrepreneurship Vol 8 No 1 (2025): IJEBE January - June 2025
Publisher : FEB - Universitas Lampung

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.23960/ijebe.v8i1.319

Abstract

The study examines the mediating effect of brand reputation on the relationship between crisis management factors such as stakeholder engagement, legal and ethical considerations, response coordination, and training and education, and guest satisfaction in the Nigerian hospitality industry. The primary data collection involved 195 structured questionnaires designed for hoteliers from the selected Hotels in Oyo State. Data analysis was performed with the aid of Path Analysis Structural Equation Modelling (PA-SEM) using STATA version 15. The results confirm that stakeholder engagement, legal and ethical considerations, response coordination, training and education, and brand reputation all have significant direct effects on guest satisfaction. Additionally, the study highlights the partial mediating effect of brand reputation on the relationship between crisis management parameters and guest satisfaction. This implies that while crisis management practices directly enhance guest experiences, the positive impact is further reinforced when a strong brand reputation is maintained. A well-managed brand identity, particularly during crises, fosters customer trust and loyalty, ultimately leading to higher guest satisfaction. Subsequently, the study provides practical recommendations for hospitality businesses to enhance resilience, improve guest experiences, and maintain competitive advantage in the face of crises.
Influence of toxic leadership on knowledge hiding in Nigerian private universities: The mediating role of perceived organizational injustice Sajuyigbe, Ademola Samuel; Inegbedion, Henry Egbezien; Tella, Rahman Adeniran; Ayeni, Adebanji William; Ojo, Olu; Morakinyo, Dauda Ayodele
Masyarakat, Kebudayaan dan Politik Vol. 38 No. 4 (2025): Masyarakat, Kebudayaan dan Politik
Publisher : Faculty of Social and Political Science, Universitas Airlangga

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20473/mkp.V38I42025.323-336

Abstract

In today’s knowledge-driven economy, academic success relies on knowledge sharing, yet deliberate knowledge hiding is increasingly common in universities. This study explores the influence of perceived organizational injustice as a mediating factor in the relationship between toxic leadership and knowledge hiding among faculty members in Nigerian private universities. A purposive random sampling of 210 respondents from Nigeria’s first three private universities was conducted using a survey. Data were analyzed using Path Analysis Structural Equation Modelling (PA-SEM) in STATA version 15. The findings reveal that toxic leadership significantly promotes knowledge-hiding behaviors, evasive hiding, playing dumb, and rationalized hiding, as defensive responses. Additionally, perceived organizational injustice directly contributes to these behaviors and acts as a key mediator between toxic leadership and knowledge hiding. Faculty members who perceive unfair treatment are more likely to conceal information, feign ignorance, or justify withholding knowledge. These insights highlight the importance of fair leadership and organizational justice. For institutions to encourage open knowledge sharing, they must cultivate an environment where faculty feel psychologically safe and protected from retaliation when sharing information. Addressing leadership toxicity and organizational injustice is, therefore, critical to fostering a collaborative academic culture.
Co-Authors Ayeni, Adebanji William Egunjobi, Grace Oyejope Igwe , Clara Obiageri Inegbedion, Henry Egbezien Ojo, Olu Oladeji, Adesola Alaba Sajuyigbe, Ademola Samuel Tella, Rahman Adeniran Umoru , Philomina Itunumen