Corporate Social Performance As a Competitive Advantage in Attracting a Quality Workforce

By D. Greening, D. Turban. 2000

2,092 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f598e2010b9b3a5ac67a5db26889bd18517c6a23

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Citations in the corpus

Employee reactions to corporate social responsibility: an organizational justice framework (2006, background): “First, CSR research has shown that job applicant and employee perceptions of a firm’s CSR affects how attractive these individuals perceive the firm to be (e.g, Greening & Turban, 2000 ).”
Too Little or Too Much? Untangling the Relationship Between Corporate Philanthropy and Firm Financial Performance (2008, background): “Moreover, such firms are often perceived as an attractive employer by job seekers (Backhaus et al. 2002, Greening and Turban 2000, Turban and Greening 1996).”
An organizational ethic of care and employee involvement in sustainability-related behaviors: A social identity perspective (2017, background): “Research also indicated that more socially responsible companies are highly attractive to prospective employees (Greening & Turban, 2000; Turban & Greening, 1997).”
COVID‐19 impact, sustainability performance and firm value: international evidence (2021, positive): “…with superior sustainability performance tend to have better access to valuable resources (Waddock and Graves, 1997); attract and retain higher quality employees (Greening and Turban, 2000); create unforeseen opportunities (Fombrun and Shanley, 1990); and gain social legitimacy (Hawn et al., 2011).”
CSR Strategies of SMEs and Large Firms. Evidence from Italy (2007, neutral): “as potential employees (Greening and Turban, 2000).”
The Relationship between Perceptions of Corporate Citizenship and Organizational Commitment (2004, background): “…of social performance have a greater impact on individuals than other measures is supported by studies in related areas (Backhaus et al., 2002; Greening & Turban, 2000) With respect to the four measures of corporate citizenship, there is evidence to indicate that the ethical standards of an…”
Environmental Standards and Labor Productivity: Understanding the Mechanisms that Sustain Sustainability (2013, positive): “Social and environmental responsibility may also make the firm more attractive to prospective employees (Greening & Turban, 2000; Grolleau, Mzoughi, & Pekovic, 2012; Turban & Greening, 1997), and individuals who choose to work for “greener firms” may work harder (Brekke & Nyborg, 2008).”
An Integrated Model to Explain How Corporate Social Responsibility Affects Corporate Financial Performance (2015, background): “If these resources are allocated to CSR activities, then such activities will improve the brand image and public reputation of firms [9,10], increase their appeal to employees, enhance customer trust [11,12], and consequently boost competitive advantages and improve the firm’s financial performance ”
Bridging corporate social responsibility and compassion at work (2014, background): “Finally, numerous studies have shown how socially responsible firms enhance corporate image and reputation, leading to increased corporate attractiveness for prospective employees such as undergraduates and graduates (Albinger and Freeman, 2000; Blackhaus et al., 2002; Greening and Turban, 2000; Luc”
Signaling through corporate accountability reporting (2015, positive): “For example, a commitment to CSR activities may help firms attract and retain high quality employees (Greening and Turban, 2000), improve the effectiveness of the marketing of products and services (Fombrun, 2005), increase demand for products and services (Navarro, 1988), and provide superior acces”
Does the Market Respond to an Endorsement of Social Responsibility? The Role of Institutions, Information, and Legitimacy (2010, background): “…on CSR would suggest, if firms have improving social performance, they are likely to let others know of their improved social behavior because there are discernible benefits associated with having a reputation for being a good corporate citizen (Bansal & Clelland, 2004; Greening & Turban, 2000).”
A Meta-analytical investigation of the relationship between corporate social and financial performance (2005, background): “Recently, Greening & Turban (2000) suggest that some CSP dimensions affect the employee attractiveness of the firm, considering CSP as a competitive advantage in attracting a quality workforce.”