Journal of Business Ethics 105 (1):83-93 (2012)
Abstract |
Drawing on propositions from the signaling theory and expectancy theory, this study hypothesizes that the perceived corporate citizenship of job seekers positively affects a firm’s attractiveness and career success expectation. This study’s proposed research hypotheses are empirically tested using a survey of graduating MBA students seeking a job. The empirical findings show that a firm’s corporate citizenship provides a competitive advantage in attracting job seekers and fostering optimistic career success expectation. Such findings substantially complement the growing literature arguing that corporate citizenship brings firms competitive advantages without solid evidence from the perspective of recruitment and human resources. Finally, managerial implications and limitations of this study are also discussed.
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Keywords | Corporate citizenship Organizational attractiveness Career expectation Ethical citizenship Discretionary citizenship |
Categories | (categorize this paper) |
ISBN(s) | |
DOI | 10.1007/s10551-011-0949-z |
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References found in this work BETA
Measuring Corporate Social Responsibility: A Scale Development Study.Duygu Turker - 2009 - Journal of Business Ethics 85 (4):411-427.
Corporate Social Performance as a Competitive Advantage in Attracting a Quality Workforce.Daniel W. Greening & Daniel B. Turban - 2000 - Business and Society 39 (3):254-280.
Corporate Social Performance and Attractiveness as an Employer to Different Job Seeking Populations.Heather Schmidt Albinger & Sarah J. Freeman - 2000 - Journal of Business Ethics 28 (3):243 - 253.
Corporate Social Performance and Organizational Attractiveness to Prospective Employees.Daniel W. Greening & Daniel B. Turban - 1996 - Proceedings of the International Association for Business and Society 7:489-500.
Exploringthe Relationship Between Corporate Social Performance and Employer Attractiveness.Kristin B. Backhaus, Brett A. Stone & Karl Heiner - 2002 - Business and Society 41 (3):292-318.
View all 14 references / Add more references
Citations of this work BETA
How CSR Leads to Corporate Brand Equity: Mediating Mechanisms of Corporate Brand Credibility and Reputation. [REVIEW]Won-Moo Hur, Hanna Kim & Jeong Woo - 2014 - Journal of Business Ethics 125 (1):1-12.
CSR by Any Other Name? The Differential Impact of Substantive and Symbolic CSR Attributions on Employee Outcomes.Magda B. L. Donia, Sigalit Ronen, Carol-Ann Tetrault Sirsly & Silvia Bonaccio - 2019 - Journal of Business Ethics 157 (2):503-523.
How Co-creation Increases Employee Corporate Social Responsibility and Organizational Engagement: The Moderating Role of Self-Construal.Bonnie Simpson, Jennifer L. Robertson & Katherine White - 2020 - Journal of Business Ethics 166 (2):331-350.
Effects of Ethical Certification and Ethical eWoM on Talent Attraction.Victoria-Sophie Osburg, Vignesh Yoganathan, Boris Bartikowski, Hongfei Liu & Micha Strack - 2020 - Journal of Business Ethics 164 (3):535-548.
Modeling Corporate Social Performance and Job Pursuit Intention: Mediating Mechanisms of Corporate Reputation and Job Advancement Prospects. [REVIEW]Rong-Tsu Wang - 2013 - Journal of Business Ethics 117 (3):569-582.
View all 16 citations / Add more citations
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