Behavioral Identity of Top Executives in Higher Education Institutions: the Coexistence Theory




Behavioral Identity, Top Executives, Higher Education Institutions


Purpose:  This study paper's primary goal is to develop a theory that may be used to describe the behavioral identity that Higher Education Institutions' top management faces when switching between various university contexts.


Theoretical framework: Cheek et al. (1994) defined identity orientation as the relative weight people give to different identity features or characteristics when defining who they are. Identity traits fall into three broadly distinct categories: personal, social, and collective.


Design/methodology/approach:   The study utilized a quantitative approach with a survey questionnaire distributed to 16 top executives in Public and Private Higher Education Institutions in Zamboanga del Norte, Philippines. Factor Analysis of maximum likelihood was the statistical tool used in this study.


Findings:  Results revealed that three co-existence theory factors were established: socio-cultural, intra-personal, and socio-collective factors.


Research, Practical & Social implications:   This study explains the implications of the behavioral identity of top executives and offers suggestions for further study.


Originality/value:  The author proposes a new theory that will add to the body of knowledge in the study of behavioral identity and guide further investigation of the three identified factors of the co-existence theory.



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How to Cite

Cabaron, J. B. (2023). Behavioral Identity of Top Executives in Higher Education Institutions: the Coexistence Theory. International Journal of Professional Business Review, 8(2), e0858.