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Although Mitchell et al. (1997) recognize salience attributes as variables, the salience framework based on a dichotomous representation of salience attributes does not explain why, in some instances, a latent stakeholder is assigned more salience than a definitive stakeholder. This paper explains this riddle by bringing the debate to the organizational population level and suggests a new perspective for understanding the process of stakeholder identification and prioritization.

The authors compare two organizational populations, i.e. “for-profit and not-for-profit” which are distinguishable from one another based on the dominant institutional logic that each endorses. The authors, therefore, mobilize the institutional theory and bring the debate of the stakeholder salience to the organizational population level.

The authors propose that members of an organizational population endorsing similar institutional logic develop salience attributes of similar potential values, which are radically different from those of the members of other organizational populations; these potential values act as precursors that determine the perceived values of salience attributes for a manager; and dominant and recessive salience attributes work, at the organizational population level, to determine stakeholder prioritization.

The original model of Mitchell et al. (1997) has been cited more than 9,000 times, but the process of stakeholder evaluation remains a black box (Bundy et al., 2013; Tashman and Raelin, 2013). This paper contributes to the debate and suggests a change in the level of analysis (to the organizational population) and a focus on the institutional logic perspective.

Two primary approaches have been used to study employment brands and branding. First, there is a long history of the study of organizational attraction. Second, in the past 10–15 years, there has been growth in a hybrid stream of research combining branding concepts from the consumer psychology literature with I/O psychology frameworks of organizational attraction and applicant job search behavior. In this chapter, we take an entirely different approach and suggest that the theoretical models built around product/service brand knowledge can readily accommodate employment brands and branding without hybridizing the framework with I/O psychology. This merging of employment brand with product and service brands is accomplished simply by recognizing employment as an economic exchange between workers and employers and recognizing workers as cognitive and emotional beings that vary in their talents and have their own vectors of preferences for the employment offering. After developing a testable model of the components, antecedents, and consequences of employment brand knowledge, we review the existing employment brand and organizational attraction literature and identify multiple opportunities for additional research.

This study aims to investigate the direct effect of organizational reputation (OR), employer brand (EB) and organizational attributes (OA) on the intention to apply for a job vacancy (IAJV); further, it examined the mediating effect of employer brand in the OA-IAJV relationship while taking into consideration the moderating effect of organizational reputation.

A mixed-method approach was employed, with ten in-depth interviews followed by a questionnaire with additional 356 job seekers in Cairo and Giza cities; the sample includes both fresh graduates and experienced job applicants in the job market. The qualitative analysis confirmed that some respondents use organizational reputation as a signal of its performance. The path analysis technique tests the research hypotheses using a partial least squares structural equation modeling (PLS-SEM).

The findings revealed that the most influential variable in the intention to apply is organizational attributes, followed by organizational reputation and finally employer brand. There is a significant relationship between organizational attributes and intention to apply for a job vacancy via employer brand. In addition, the results indicate a noteworthy moderating impact of organizational reputation on the association between employer brand intentions to apply for a job and the relationship between organizational attributes and intention to apply for a job opening.

To the best of the authors’ knowledge, this study contributes to the understanding of the direct and indirect effects of organizational reputation and organizational attributes on intention to apply through the mediating role of the employer brand. This research opens new avenues for recruitment research, considering the moderating effect of organizational reputation on strengthening the impact of the independent variables on the intention to apply and the interaction between the variables affecting the intention. Further, this study focuses on the needs of the job applicants when perceiving the organizational factors and identifies which signals can generate the intention to apply according to the signaling theory.

The purpose of this paper is to investigate the effect of two instrumental organizational attributes (innovative perks and training) and one symbolic organizational attribute (ethics) on applicant attraction.

Using a sample of business undergraduates in their final year (n=339) and a policy-capturing approach, the authors tested a 2 (absence/presence of innovative perks) ×2 (few/many training opportunities) ×2 (ethics is not very important/is important) quasi-experimental design using ANCOVA.

In regard to main effects, results show that all attributes have a significant effect on applicant attraction, the “ethics” organizational attribute having the strongest direct effect followed by “training” and then “innovative perks.” In regard to all interaction effects, findings are only significant for two two-way interaction effects: “innovative perks×training” and “innovative perks×ethics.” Specifically, results indicate that offering innovative perks only had a positive and significant effect on applicant attraction when: a firm offered few training opportunities and ethics was important for the firm.

This study compared three key organizational attributes where most studies only tested one. Understanding which organizational attributes have the greatest influence on potential candidates’ attraction can help organizations optimize recruiting. The results suggest that developing an organizational brand that focuses particularly on ethics and training constitutes a winning recruitment strategy. This experiment is the first to provide causal conclusions on the relationship between innovative perks and attraction.

This paper aims to examine the effects of personal attributes (greed and desire for personal gains, behaviour of peers and superiors, personal values, family influences and pressures, religious background, ego strength, etc.), organisational attributes (company policies, codes of conduct and visionary leadership, etc). and the moderating role of ethical codes of conduct on the ethical attitudes of professional accountants.

The study uses data from a survey of 340 professional accountants in Ghana, using the ordinary least square regression analysis to test hypothesized relationships.

The results suggest that personal attributes collectively have positive and significant influence on ethical attitudes. Similarly, organisational attributes collectively have positive and significant influence on ethical attitudes. Moreover, ethical codes of conduct moderate the positive relationship between personal and organisational attributes and ethical attitudes of accountants.

In the light of the social contingent theory, the findings imply that personal and organisational attributes, when interacted with professional code of conduct strengthens ethical attitudes of accountants. To the best of the knowledge, this is the first paper to have examined the moderating effect of professional code of conduct on ethical attitudes of accountants from a developing country context.

This paper aims to clarify the process that leads prospective applicants to apply for a job vacancy when one is being evaluated. It proposes that prospective applicants evaluate a job vacancy based on the characteristics of the job and the organizational attributes. This will determine organizational attractiveness perception, and will result in the intention to apply for a job vacancy.

An adapted employment ad that described a job and an organization were presented to 51 marketing professionals and to 73 undergraduate marketing students, who were asked to respond to a questionnaire that contained the measures of the study variables. The hypotheses were tested using linear regression methodology.

Organizational attractiveness fully mediates the relations between the job characteristics and the organizational attributes with intention to apply for a job vacancy. Analysis over the compared importance of each factor has outlined the major importance of the organizational attributes and feedback of the job for determining this process.

Future research should clarify the role of organizational image as an employer and organizational familiarity in this process.

Recruitment messages in employment ads should place preferential focus on the elements of organization attributes and feedback of the job. These elements will more strongly determine attractiveness perception, and consequentially, predict intention to apply to a job vacancy.

The study clarifies the role of organizational attractiveness in the process that leads to intention to apply for a job vacancy. A significant part of the proposed model was based on clues retrieved from existing research.

This paper explores how management controls of a clustered apparel firm in Sri Lanka (Stitch-It) is shaped by institutional field and societal logics, firm's head office prescriptions, clusters' own attributes and strategic behavior of cluster managers.

It follows the research philosophy of interpretivism and embedded case study approach within the qualitative research design, while institutional complexity within the institutional logics perspective and paradoxical tensions, organizational attributes and strategic responses to institutional processes provide the theoretical underpinning.

The findings suggest that market, profession and state logics in the apparel field, alongside community logic at the societal level, develop a state of complexity in Stitch-It and its clusters. At the cluster level, such complexity is further intensified by head office guidelines (on controls), which gets filtered by the organizational attributes of the particular clusters. At this state, paradoxical tensions are developed within clusters, and to mitigate such tensions, key organizational members employ different strategies, which in turn shape management controls of the clusters.

This paper highlights that practicing managers need to be mindful of different logics in the field, organizational attributes, resulting tensions, complexities, strategies to deal with them and their ramifications on controls.

The paper asserts that management controls is a dynamic and a situational phenomenon, which continuously evolves in light of organizational attributes, multiple logics and head office prescriptions. It conceptualizes the “tensions” evident in the design and implementation of management controls, arising due to multiplicity of pressures as “paradoxical tensions.” Although important and relevant to management control arena, “paradoxical tensions” has been scantly explored by prior researchers.

The study aims to understand the signaling effects of two major recruitment advertisement (ad) contents – job attributes and organizational attributes (OA) – on the perceptions and application intentions (AIs) of potential job seekers.

A fictitious faculty job ad based on existing real ads was created as a stimulus and the responses to the ad were collected from 270 job seekers of the academic domain in India. The partial least square-structural equation modeling was used to test the hypothetical relationships.

Drawing from the concept of signaling theory and instrumental-symbolic framework, the results revealed that job attributes and OA exhibit strong signals that generate the following perceptual outcomes in a job seeker – organizational attractiveness, attitude and person-organization fit. These perceptual outcomes mediated effectively to induce an AI in a job seeker. Signals from information on job attributes had a more significant effect on the job seeker than signals from information on OA.

The outcome of the study provides preparatory guidelines to academicians, institutional recruiters and recruitment agencies in posting an effective job ad.

From an Indian context, this is the first paper to present distinctive job advertising strategies to be implemented in the academic institutional recruitment communication.

The purpose of this paper is to investigate the mediating role of perceived overall justice and the moderating effect of self- and other-centered motives in the relationship between organizational corporate social responsibility (CSR) and organizational attractiveness using a sample of job applicants.

The hypotheses were tested using a 2-by-2 experimental design and a sample of 376 South Korean University students.

The results showed that organizational CSR positively influenced job applicants’ perceived overall justice. Moreover, it was found that perceived overall justice mediated the influence of CSR on organizational attractiveness. However, contrary to the hypotheses, the indirect effect of CSR on organizational attractiveness through perceived overall justice was significant only for job applicants who attributed self-centered motives to CSR.

As it was found that job applicants who attributed other-centered motives to organizational CSR had high levels of perceived overall justice regarding organizations, independent of the actual level of engagement in CSR, it is crucial that organizations show sincerity in executing CSR. In addition, small- and medium-sized organizations may not have sufficient resources for CSR, but it is especially crucial for them to focus on CSR activities that are aligned with their business, implement CSR programs consistently, and focus on CSR itself rather than on advertising in order to facilitate, among job applicants, the attribution of other-centered motives to their CSR.

From the perspective of overall justice and attributed motives, this study intensively explores the internal mechanism by which organizational engagement in CSR influences organizational attractiveness among job applicants. In practical terms, this study shows that it is important for organizations to consistently invest in CSR with authenticity, even when CSR activities are insubstantial and doing so may be attributed to self-centered motives. Limitations and directions for future research are discussed.

Flexibility and efficiency are dual attributes of the organizational structure that are crucial for project-driven enterprises to achieve sustainable development in a dynamic environment. However, there is a lack of research on the patterns by which the dual attributes of a project-driven enterprise’s organizational structure affect business model innovation. Employing organizational theory, this study aims to assess the mediating mechanisms and dynamic capabilities through which the dual attributes of the organizational structure influence business model innovation in project-driven enterprises.

Data were collected from 242 employees from four project-driven companies across 26 cities (e.g. Beijing, Tianjin, Guangzhou and Shenzhen) in China. Structural equation modeling revealed the relationship between organizational structure’s dual attributes and business model innovation.

The findings show that the dual attributes (flexibility and efficiency) of the organizational structure have positive impacts on business model innovation. Moreover, dynamic capabilities mediate the relationship between the dual attributes and business model innovation in project-driven enterprises.

This study provides contributions to innovation research in the context of project-driven enterprises by revealing the influence of organizational structure on business model innovation through the firms’ dynamic capabilities. Such knowledge can enable managers of project-driven enterprises to develop effective interventions to promote business model innovation.