This study aims to bridge two research streams that have evolved relatively apart from each other, namely the research streams on organizational identity and on employer branding (employer image). In particular, we posit that it is crucial to examine which factors company outsiders (applicants) as well as company insiders (employees) associate with a given employer. To this end, this study uses the instrumental-symbolic framework to study factors relating to both employer image and organizational identity of the Belgian Army. Two samples are used: a sample of 258 Army applicants and a sample of 179 military employees. Results show that both instrumental and symbolic perceived image dimensions predict applicants' attraction to the Army. Conversely, symbolic perceived identity dimensions best predict employees' identification with the Army. Results further show that employees also attach importance to outsiders' assessment of the organization (construed external image). Theoretical and practical implications for managing organizational identity and image are discussed.

This study uses Cable and Turban's (2001) employer knowledge framework as a conceptual model to formulate hypotheses about a broad range of possible factors affecting the attractiveness of an organization (i.e. armed forces) among potential applicants (576 high-school seniors). Results show that gender, familiarity with military organizations, perceptions of job and organizational attributes (task diversity and social/team activities), and trait inferences (excitement, prestige, and cheerfulness) explained potential applicants' attraction to military organizations. Relative importance analyses showed that trait inferences contributed most to the variance, followed by job and organizational attributes, and employer familiarity. Finally, we found some evidence of interactions between the three dimensions. Specifically, trait inferences and job and organizational attributes had more pronounced effects when familiarity was high. From a theoretical perspective, these results generally support the framework of employer knowledge. At a practical level, implications for image audit and image management are discussed.In recent years, researchers have directed their attention to potential applicants' attraction to organizations as employers in early recruitment stages

To advance knowledge of word-of-mouth as a company-independent recruitment source, this study draws on conceptualizations of word-of-mouth in the marketing literature. The sample consisted of 612 potential applicants targeted by the Belgian Defense. Consistent with the recipient-source framework, time spent receiving positive word-of-mouth was determined by the traits of the recipient (extraversion and conscientiousness), the characteristics of the source (perceived expertise), and their mutual relationship (tie strength). Only conscientiousness and source expertise were determinants of receiving negative word-of-mouth. In line with the accessibility-diagnosticity model, receiving positive employment information through word-of-mouth early in the recruitment process was positively associated with perceptual (organizational attractiveness) and behavioral outcomes (actual application decisions), beyond potential applicants' exposure to other recruitment sources.

Previous recruitment studies have treated potential applicants as individual decision makers, neglecting informational social influences on organizational attractiveness. The present study investigated if and under what conditions word-of-mouth communication matters as a recruitment source. Results (N = 171) indicated that word of mouth had a strong impact on organizational attractiveness, and negative word of mouth interfered with recruitment advertising effects. Word of mouth from a strong tie was perceived as more credible and had a more positive effect on organizational attractiveness. For potential applicants high in self-monitoring, word of mouth had a stronger effect when presented after recruitment advertising. Finally, the effect of word of mouth on organizational attractiveness was partially mediated by the perceived credibility of recruitment advertising.

Although networking is typically recommended as a job search strategy in the popular press, research on networking as a job search behaviour is scarce. On the basis of social network theory, the present study investigated whether the structure and composition of job seekers' social network determined their networking behaviour and moderated its relationship with job search and employment outcomes. The data were collected in a large, representative sample of 1,177 unemployed Flemish job seekers, using a two-wave longitudinal design. Job seekers with a larger social network and with stronger ties in their network spent more time networking, beyond individual differences in extraversion and conscientiousness. Networking explained incremental variance in job offers beyond job seekers' use of print advertising, the internet, and public employment services, but not in employment outcomes. Some evidence was found indicating that networking might be more effective for job seekers whose social network contains weaker and higher-status ties

Although the internet has dramatically changed recruitment practices, many web-based recruitment sources have not yet been investigated. The present study examines the effects of web-based employee testimonials and web-based word-of-mouth (i.e., 'word-ofmouse') on organizational attraction. The source credibility framework is used to compare these company-dependent and company-independent recruitment sources. In a sample of potential applicants for a head nurse position, word-of-mouse was associated with higher organizational attractiveness than web-based employee testimonials. However, potential applicants were more attracted when testimonials provided information about individual employees than about the organization. Conversely, word-of-mouse was associated with higher organizational attractiveness and more organizational pursuit behavior when it focused on the organization instead of on employees. Most of these effects were mediated by credibility perceptions.

The present study begins to fill a gap in the recruitment literature by investigating whether the effects of negative publicity on organizational attractiveness can be mitigated by recruitment advertising and positive word-of-mouth. The accessibility-diagnosticity model was used as a theoretical framework to formulate predictions about the effects of these recruitment-related information sources. A mixed 2 Â 2 experimental design was applied to examine whether initial assessments of organizational attractiveness based on negative publicity would improve at a second evaluation after exposure to a second, more positive information source. We found that both recruitment advertising and word-ofmouth improved organizational attractiveness, but word-of-mouth was perceived as a more credible information source. Self-monitoring did not moderate the impact of information source on organizational attractiveness.

Job seeking is an important aspect throughout people's careers. Extant theory and research has focused on one particular dimension of job search, that is, intensity/effort (i.e., job search quantity), posing that intensity/effort importantly affects employment success. The present conceptual paper extends job search theory by arguing for the importance of job search quality in explaining job search and employment success. We conceptualize job search quality as consisting of process quality and product/behavior quality, and propose that high-quality job search products/behaviors are more likely with a high-quality job search process. A four-phased cyclical self-regulatory model is presented, specifying the components of job search process quality. We build theory regarding the interrelations between quality components, the antecedents and outcomes of job search quality, and the moderators of these relations. This theory offers new and more detailed explanations for previous findings, directions for future research, and practical guidelines regarding (re)employment success and services.