A mediated moderation model of recruiting socially and environmentally responsible job applicants.

By S. Gully, Jean M. Phillips, William G. Castellano, Kyongji Han, Andrea Kim. 2013

209 citations recorded by the source corpus.

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Extending Corporate Social Responsibility Research to the Human Resource Management and Organizational Behavior Domains: A Look to the Future (2013, background): “Gully et al. (2013) apply signaling, person–organization fit, and attraction–selection–attrition theories.”
The psychological microfoundations of corporate social responsibility: A person-centric systematic review (2017, background): “, 2016), or desire to have a significant impact through work (Gully et al., 2013).”
Consistency Matters! How and When Does Corporate Social Responsibility Affect Employees’ Organizational Identification? (2016, methodology): “This technique is consistent with Edwards and Lambert’s (2007) and Preacher et al.’s (2007) recommendations to test moderated mediation models and has been successfully applied in recent research (e.g., Gully et al., 2013; Hayes, 2013; Pollack et al., 2012).”
Socially Responsible Human Resource Management and Employee Support for External CSR: Roles of Organizational CSR Climate and Perceived CSR Directed Toward Employees (2017, background): “2008; Luo and Bhattacharya 2006) and job seekers (Gully et al. 2013; Rupp et al. 2013).”