Dimensions of identity strength and organizational citizenship behavior (OCB) in establishing good university governance and performance of religious ideology-based higher educations

Abstract

Purpose The purpose of this paper is to determine the effect of identity strength and organizational citizenship behavior (OCB) on good university governance and its impact on performance of religious ideology-based universities. Design/methodology/approach The design of this study was an explanatory design. This study had a deductive theoretical direction; therefore, the core method was quantitative. The “import” strategy served as a complement to the main method. With the time horizon, the selection of research objects in religious ideology-based universities managed by foundations, where the funds management of universities are sourced from the people, is based on the consideration that at present, the identity strength that is inherent in a higher education is funded by the people, as well as OCB is reflected in the behavior of people in the organization so that it has an impact on good university governance and performance, as described in the background at the beginning of this paper. Findings The successful the OCB is, the successful the good university governance and performance will be. The successful the good university governance is, the successful the university performance will be. In the mediation effect testing, it was found that good university governance had a significant mediation effect on relationship between OCB and university performance. It shows that good university governance strengthens the relationship between OCB and university performance. Originality/value Originality in this study is testing the mediating effect of good university governance that collaborates with OCB and performance variables, which are carried out at religious ideology-based universities in Indonesia that have different characteristics from universities in other regions. Originality in this study is as follows: good university governance and performance have been studied in a lot of previous research, but in this study, the focus of research is on religious ideology-based higher educations, where it is known that religious ideology-based universities are full with ideological values that become brands, if ideological identity used as one of the formers of good university governance and performance, it is expected that the accountability and performance of higher education will be better.

COSO-based internal control: efforts towards good university governance

“…The results of the study of Rymarzak et al (2019) show that the existence of university governance reforms must take into account the resources and facilities, if ignoring this will cause the university to be less than optimal and consequently affect the university's accountability, productivity, performance and competitive advantage. According to Munawir et al (2019), accountability must be fulfilled by public JIAFR | 46 sector organizations, one of which is accountability for honesty related to avoiding abuse of authority and power. The Financial and Development Supervisory Agency (BPKP) emphasizes the importance of accountability that considers moral and ethical issues.…”

“…Simply put, a good university can be seen as the application of the basic principles of "good governance" concepts in the system and process of governance in higher education institutions, through various adjustments made based on values that must be upheld in the administration of higher education. This is based on the aim of developing academic and scientific education and developing whole people (Munawir et al, 2019).…”

Validating a model of OCBIP practices in Indonesian Islamic Higher Education Institutions: A structural Equation Modeling Approach

“…Subsequently, evidence also revealed that good university management and performance would also succeed as the OCB succeeds. Thus, good university governance strengthens the relationship between OCB and university performance (Munawir et al, 2019).…”

“…Such behaviors are designated clearly in the construct of OCB in organization (Zareiematin, Alvani, Jandaghi, & Ahmadi, 2010). Likewise, OCB has made a positive contribution to the development of organizations, such as to improve the quality of service (Koning & Kleef, 2015), organizational engagement (Carpenter, Berry, & Houston, 2014), increase good university government (Munawir, Raharjo, Djalil, Syahputra, Muslim, & Adam, 2019), job satisfaction and organizational commitment of Higher Education (Romi & Ahman, 2020). Some have also suggested that OCB is likely to produce higher organizational performance and efficiency when aggregated over time and across individuals (Takeuchi, Bolino, & Lin, 2015;Shin, Kim, Choi, & Oh, 2017).…”

“…This is because OCB is considered to benefit organizations that cannot be incorporated into the form of contract or rewards based on the formal role and obligation. Thus, OCB is a component that improves the organization's overall function (Munawir et al, 2019).…”