Employer brand management as boundary‐work: a grounded theory analysis of employer brand managers' narrative accounts

Edlinger, Gabriela

doi:10.1111/1748-8583.12077

Cited by 25 publications

(14 citation statements)

References 34 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In such a situation, the company should prioritize a balanced approach and ensure continuous efforts to maintain a quality employment offering and delivery. That is, employer brand manager should ensure continuous promotion of a positive employment relationship and matches employer brand promises with actual experience (Edlinger, 2015). The second cell describes the "overstated" employer brand, which occurs when an employer brand is perceived highly by external targets, while its employees have a lower quality experience.…”

Section: Implications For Human Resource Managementmentioning

confidence: 99%

The role of employer brand equity in employee attraction and retention: a unified framework

Alshathry

Clarke

Goodman

2017

IJOA

View full text Add to dashboard Cite

Purpose The purpose of this paper is to present a conceptual framework for employer brand equity (EBE) that combines both perspectives of employer brand customers into a unified framework for employee attraction and retention. Design/methodology/approach This paper extends previous conceptual work on EBE by identifying the role of EBE antecedents in internal and external employer branding. In addition, it recognizes the interactive nature of employer-employee relationship. Findings The framework incorporates employee experience with the employer, which relates to the interaction between employee and employer and recognizes the internal and external perspectives simultaneously. Further, the unified framework helps to develop a four-cell typology for the strategic management of an employer brand. Originality/value Existing research has failed to integrate the two perspectives of employment customers in a clear model and, thus, offered limited applicability to an employment setting. The EBE framework goes beyond existing models by providing a conceptualization that aims to reflect the employer-brand relationship from the perspective of existing and potential employees. Further, it provides theoretical and empirical rationale for a set of propositions that can empirically be examined in future research.

show abstract

Section: Implications For Human Resource Managementmentioning

confidence: 99%

The role of employer brand equity in employee attraction and retention: a unified framework

Alshathry

Clarke

Goodman

2017

IJOA

View full text Add to dashboard Cite

show abstract

“…Although leadership at the senior management level is viewed as a crucial antecedent of employees' brand‐building and pro‐organization behavior (Morhart et al, ; Wallace et al, ), supervisors also remain indispensable in interpreting and instilling the company's values and vision to them (Edlinger, ), particularly when employees have limited access to top management, as is often the case in retail settings (Netemeyer and Maxham, ). Supervisor brand leadership represents frontline employees' perceptions of their supervisor's brand‐congruent behavior (King et al, ; Edlinger, ).…”

Section: Introductionmentioning

confidence: 99%

Investigating Key Antecedents and Outcomes of Employee‐based Brand Equity

Boukis

Christodoulides

2018

European Management Review

View full text Add to dashboard Cite

A wealth of research examines firm or consumer-based brand equity but largely ignores internal stakeholders' perceptions of the brand asset. The present study focuses on service employees who affect both internal (i.e. other employees) and external (i.e., customers) stakeholders through their interactions. The study draws on cognitive psychology and social identity theory to develop and empirically test an integrated model of antecedents and consequences of employee-based brand equity (EBBE) that distinguishes between a cognitive and an affective route for its development via brand knowledge and brand identification respectively. The research extends the limited work on EBBE by examining how perceptions of employees about their supervisors' brand leadership behaviors and their supervisors' focus on their subordinates significantly drive employees' responses to the internal brand. The proposed model also highlights the significant role of EBBE vis-à-vis two citizenship behaviors, namely brand value dissemination and customer orientation.

show abstract

“…The specific research processes of grounded theory include definition of phenomenon, literature survey, data collection and analysis, 3-level coding (open coding, axial coding, and selective coding), construction of preliminary theory, and theoretical saturation etc. (Edlinger, 2015). In this paper, according to this idea, the open coding will be firstly conducted to analyze original data one by one and label them with relevant concepts, and then classify and combine the data with similar concepts to get the concepts of higher level, i.e.…”

Section: Research Design and Methodology 31 Methodologymentioning

confidence: 99%

Research on Driving Factors of Evolution of Antagonistic Conflicts Between Entrepreneurs and Investors Based on Grounded Theory

2019

EJBM

View full text Add to dashboard Cite

In this paper, 14 publicly reported actual cases reflecting antagonistic conflicts between entrepreneurs and investors are chosen, and a grounded theory approach is adopted to collect and analyze the original data of cases. Total of 108 concepts, 23 sub-categories, 6 main categories, and a core category of "driving factors of evolution of antagonistic conflicts" are obtained, and the model of driving factors of evolution of antagonistic conflicts between entrepreneurs and investors is constructed. This research shows that: (1) divergence of strategic objective, divergence of control right allocation, divergence of interests and moral hazard are the direct driving factors of antagonistic conflict evolution; (2) individual perceptions of both entrepreneurs and investors are the mediating driving factor of antagonistic conflict evolution; (3) antagonistic response is the situational driving factor of antagonistic conflict evolution. Finally, suggestions for preventing and resolving antagonistic conflicts between entrepreneurs and investors are provided according to the study.

show abstract

Employer brand management as boundary‐work: a grounded theory analysis of employer brand managers' narrative accounts

Cited by 25 publications

References 34 publications

The role of employer brand equity in employee attraction and retention: a unified framework

The role of employer brand equity in employee attraction and retention: a unified framework

Investigating Key Antecedents and Outcomes of Employee‐based Brand Equity

Research on Driving Factors of Evolution of Antagonistic Conflicts Between Entrepreneurs and Investors Based on Grounded Theory

Contact Info

Product

Resources

About