Image Strength and Identity Diffusion as Factors Influencing the Perception of Hospitals by Their Facebook Communities

Attitudes, Preferences and Usage Behavior of the Population Regarding Social Media Pages of Hospitals - Results of a Quantitative Survey in the DACH Region (Germany, Austria, Switzerland)

“…Nevertheless, the content communicated by a hospital on its social media pages only makes a subordinate contribution to the motivation to follow a page (rank 5). This corresponds to similar findings in a recent study on Swiss hospitals on Facebook (Beier and Früh 2020b). In this study, it had been shown that parts of the users who follow hospitals on Facebook do so rather only symbolically, to publicly show some support and connection to the hospital (fans but not followers to the Facebook page 2 ).…”

“…This study only includes social media platforms on which hospitals can set up and maintain their own pages and in which private individuals as users can follow these hospital pages on the platforms. "Following" in this context means that the content published by a hospital on its social media page can be subscribed to by users so that it automatically appears in the individual newsfeed of their platform account (Beier and Früh 2020b;Smith and Gallicano 2015). Accordingly, however, other types of social media platforms or platforms with extensive social media functions are not considered in this study.…”

“…Generally, following pages is about users of a social media platform subscribing to the posts of selected pages on the platform. This then results in all posts of the selected pages being displayed in the user's respective newsfeed (Beier and Früh 2020b;Smith and Gallicano 2015). Conversely, the total number of "followers" (subscribers) is displayed on social media pages and is a measure of their media reach (Beier and Früh 2019b).…”

The Impact of Employer Brand on Job Seekers’ Attitudes and Intentions: The Moderating Role of Value Congruence and Social Media

“…The most attractive sectors should adapt their employer brand to attract talent (Maclouf and Belvaux 2015). Previous research highlights the specificities of activity sectors (Sutherland et al 2002;Knox and Freeman 2006;Lievens et al 2007;Moroko and Uncles 2009;Kraak et al 2017;Beier and Früh 2020b). Indeed, Moroko and Uncles ( 2009) classified these specificities in line with the organizations' activity sector.…”

“…It is crucial for organizations to be creative in finding new ways to convince talented candidates of the relevance of applying for a job in the company. The talent management process began with the creation of a strong employer brand (Mandhanya and Shah 2010), which is a concept that emerged from the desire of companies to assert their uniqueness as job providers in the labor market (Backhaus and Tikoo 2004;Knox and Freeman 2006;Lievens et al 2007;Kraak et al 2017;Beier and Früh 2020b). This move can be possible by applying marketing principles to human resources management (HRM) (Cable and Turban 2001).…”