The Value of Organizational Reputation in the Recruitment Context: A Brand-Equity Perspective

By Daniel M. Cable, D. Turban. 2003

682 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/51b316006a067272e8584f0aef41f3313c87bfe2

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Clinical Psychology

1. Linn Viktoria Rampl
2. Peter Kenning
3. David G. Allen
4. Brian R. Dineen
5. C. Maden
6. Filip Lievens
7. Tara S. Behrend
8. B. A. Baker

In Organizational Behavior and Human Resource Management

1. Peter Kenning
2. Linn Viktoria Rampl
3. David G. Allen
4. Brian R. Dineen
5. D. Kantur
6. C. Maden
7. E. Telci
8. Corinna Dögl

In Strategy and Management

1. Alina Sorescu
2. D. Kantur
3. C. Maden
4. E. Telci
5. Linn Viktoria Rampl
6. Corinna Dögl
7. E. Arıkan
8. David G. Allen

Citations in the corpus

• Employer branding in the Belgian Army: The importance of instrumental and symbolic beliefs for potential applicants, actual applicants, and military employees (2007, background): “Evidence showed that a strong employer brand positively affected the pride that individuals expected from organizational membership (Cable & Turban, 2003), applicant pool quantity and quality (Collins & Han, 2004), and firm performance advantages over the broad market (Fulmer, Gerhart, & Scott,…”
• Corporate environmental responsibility, employer reputation and employee commitment: an empirical study in developed and emerging economies (2014, background): “Affiliation with a reputable firm enhances employees’ self-esteem (Cable and Turban 2003) and their identification with that firm (Kim, Lee, Lee and Kim 2010).”
• Linking corporate social responsibility to corporate reputation: A study on understanding behavioral consequences (2012, background): “Thus, affiliation with a reputable -esteem (Cable and Turban, 2003), positively affects their social identity and increases their job satisfaction (Helm, 2011).”
• Third Party Employment Branding: Human Capital Inflows and Outflows Following “Best Places to Work” Certifications (2016, background): “Job seekers prefer firmswith positive reputations because they associate such prestigious firms with social status and self-esteem (Cable & Graham, 2000; Cable & Turban, 2003; Jones et al., 2014).”
• Employee-Based Brand Equity: Why Firms with Strong Brands Pay Their Executives Less (2014, background): “Analogous to why people value products that enhance their identity, people seek employment at firms that own strong brands, at least in part, to benefit their self-esteem (e.g., Cable and Turban 2003) and social standing (Tajfel 1978).”