Higher educational institutions are engaged in the provision of services and thus require better focus on satisfying the needs and anticipation of their participating consumers (students). Additionally, it is the delivery of quality services that creates loyal consumers: consumers who patronize the institution more and who stimulate others to patronize. While past researchers have discovered a relationship between service quality and student loyalty in higher educational institutions (HEIs) in developed countries, the peculiar nature of HEIs operating in an emerging country like Nigeria is yet to be examined. Therefore, this study examined the role of quality service, student satisfaction and loyalty in higher education institutions in Nigeria. The study was conducted in a private University in Nigeria because of the stringent competition within the subsector. The descriptive and inferential statistics were employed in this study. A survey of 265 students from the private university provided data for the study through structured questionnaire. Utilizing the structural equation model. The findings revealed a significant association between service quality and student loyalty. However, this relationship is mediated by student satisfaction. Going by the discoveries of the study, it is suggested among others, that the delivery of quality services should be targeted towards satisfying the student as this will help build the loyalty of the student to the institution.

In today’s business environment, organizations must continually and constantly reinvent themselves to stay relevant because they conduct operations in workplaces that are characterized by steady competition and erratic change. Most studies show that organizational improvement cannot occur without strategic changes directed to yield a difference in performance. Thus, improving performance requires the consideration of change-related policies and individuals’ dispositions relevant to change. Strategic change as perceived by many authors requires qualitative changes and not simple continuous and usual changes. Strategic change must be aligned to the mission, and purpose of an organization. Employees’ attitudes towards change strongly relates to their attitudes about their employer and changes at their organization because organizations continually commence new programs of organizational change, these ongoing and seemingly endless efforts put a lot of burden not only on organizations but also on individuals. Researchers highlight the challenges to strategic change as; poor organizational management and culture, increased technology installation, organizational structure, strong competition and employee issues. Attitudes toward strategic change are the feelings employees have toward different internal policies of the organization. Many investigations suggest that it is reasonable to expect employees to react to strategic change efforts since the process of change involves going from the known to the unknown. Consequently, it can be a very unpleasant experience for employees thus this article presents data in this regard.

Several sources of today׳s pressure on managers in strategic decision-making are directly associated with social issues rather than traditional strategic management issues. It is believed that firms that invest in community development are more likely to operate in harmony in the society of their operations, as such reduce interference from their host community, thus leading to enhanced corporate image. Therefore, it becomes pertinent to present data to show the existence or otherwise of a relationship between community development initiatives and the firm׳s corporate image. This data is gotten from 336 respondents from four top oil and gas firms quoted in the Nigerian stock exchange. Responses wee gathered from the employees’ of the firms, as it is believed they have first hand information on the firm׳s corporate social responsibility policies. The data is purely descriptive and was gotten through quantitative methods, specifically through a survey questionnaire. The questionnaire had two sections; section A contained background questions, while section B consisted of questions that were specific to community development initiatives and corporate image. The Cronbach alpha internal consistency of the questionnaire revealed a reliability coefficient of 0.732, thus revealing a high consistency level. The field data set is made widely accessible to enable critical investigation into the subject.

The firm׳s suppliers are in most social responsibility literature considered a branch of the firm׳s stakeholders that may not necessarily benefit directly from the firm׳s social responsibility practices. However recent studies on CSR from the developing country׳s perspective has highlighted the importance that needs to be placed on supply chain improvement. Thus, this article presents data on the effect of supply chain improvement as a construct of corporate social responsibility on operational competency. The study employed a descriptive quantitative research design survey method. The study population consists of 1748 employees from four top oil and gas firms quoted in the Nigerian stock exchange. A sample size of 350 employees were selected. Data was analysed using statistical Package for Social Sciences (SPSS). Regression analysis was employed as the statistical tool of analysis. The field data set is made widely accessible in this article.

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