Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF GUELPH For Authors:If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comWith over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to reconceptualise employer branding in sustainable organizations at the intersection of branding, strategic human resource management (HRM) and corporate social responsibility (CSR). Design/methodology/approach -Based on an outline of current conceptualisations of employer branding, the paper discusses the strategic potentials of merging corporate branding processes, strategic HRM and CSR into a theoretical framework for reconceptualising employer branding as co-created processes and sustainable employer-employee relationships. Findings -When organizations adapt strategies for sustainable development (including CSR), it affects how to approach stakeholder relations and organizational processes, including the employee-employer relationship and employer branding processes. However, current employer branding conceptualisations do not comply with such changed corporate conditions. The suggested framework reconceptualises employer branding as an integrated part of a CSR strategy, thus offering a new way of approaching employer branding as supporting sustainable organizational development and long-term employer-employee relationships. Practical implications -The proposed conceptualisation of employer branding implies a shift in focus from end result to process. As part of the process, organizations need to approach employees as corporate partners in order to co-create employer-employee values. Originality/value -This paper suggests and discusses a new conceptualisation of employer branding, which appreciates co-creation and employer-employee dialogue as strategic processes for supporting sustainable organizational development.

No abstract

No abstract

No abstract

No abstract