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Cited by 2,077Employer Branding and e-HRMCorporate Social Responsibility ReportingCorporate Social Responsibility and Sustainability

The DOI matches its Crossref record; 77 of the 77 references it cites were found in a registry or an index.

Corporate Social Performance As a Competitive Advantage in Attracting a Quality Workforce

Open access
Greening, Daniel W., Turban, Daniel B.·2000·Business & Society
DOI 10.1177/000765030003900302
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Abstract

Several researchers have suggested that a talented, quality workforce will become a more important source of competitive advantage for firms in the future. Drawing on social identity theory and signaling theory, the authors hypothesize that firms can use their corporate social performance (CSP) activities to attract job applicants. Specifically, signaling theory suggests that a firm’s CSP sends signals to prospective job applicants about what it would be like to work for a firm. Social identity theory suggests that job applicants have higher self-images whenworking for socially responsive firms over their less responsive counterparts. The authors conducted an experiment in which they manipulated CSP and found that prospective job applicants are more likely to pursue jobs from socially responsible firms than from firms with poor social performance reputations. The implications of these findings for academicians and practitioners alike are discussed.

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Research works printed but not linked: 11

  1. Allred, B. B., 1996, Academy of Management Executive, 10, 17
  2. Brenner, S. N., Proceedings of the International Association of Business and Society
  3. Bureau of Labor Statistics, 2000, Economy at a glance
  4. 10.5465/amr.1979.4498296 · DOI · Paper page
  5. 10.5465/amr.1995.9503271992 · DOI · Paper page
  6. Gatewood, R. D., annual meeting of the Academy of Management
  7. 10.5465/amr.1997.9711022105 · DOI · Paper page
  8. Shelton, K., 1999, The College of Business and Public Administration
  9. Snell, S., 1996, Research and Human Resources Management, 14, 61
  10. Thurow, L. C., 1992, Sloan Management Review, 33, 5
  11. 1996, Business & Society, 35, 216

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Metadata

Authors
Greening, D. W., & Turban, D. B.
Affiliations
University of Missouri (US)
Venue
Business & Society
Publisher
SAGE Publications
Published
2000-09
Volume
39
Issue
3
Pages
254-280
ISSN
  • 0007-6503 (ISSN-L)
  • 1552-4205
DOI
10.1177/000765030003900302
OpenAlex
W2117735303
Semantic Scholar
f598e2010b9b3a5ac67a5db26889bd18517c6a23
Cited by
2,077
References
76
Citations by year
2026: 57 · 2025: 88 · 2024: 114 · 2023: 151 · 2022: 145 · 2021: 143 · 2020: 134 · 2019: 152 · 2018: 123 · 2017: 107 · 2016: 109 · 2015: 131 · 2014: 130 · 2013: 103 · 2012: 94
FWCI
8.83
Type
journal article
Language
en
Open access
Licence
journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations
Business & Society (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employer Branding and e-HRM
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Corporate Social Responsibility Reporting
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Corporate Social Responsibility and Sustainability
Keywords
corporate social performance, competitive advantage, talent attraction, job applicants, social identity theory, signaling theory, corporate social responsibility, candidate recruitment

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