Branding the nation: Towards a better understanding

This paper aims to clarify some misunderstanding about nation branding. It examines the origins and interpretations of the concept, and draws a comparison between nation branding and commercial branding. A new definition is offered that emphasises the need to shift from “branding” the nation to nation image management

Social influences on organizational attractiveness: Investigating if and when word of mouth matters

Previous recruitment studies have treated potential applicants as individual decision makers, neglecting informational social influences on organizational attractiveness. The present study investigated if and under what conditions word-of-mouth com-munication matters as a recruitment source. Results (N = 171) indicated that word of mouth had a strong impact on organizational attractiveness, and negative word of mouth interfered with recruitment advertising effects. Word of mouth from a strong tie was perceived as more credible and had a more positive effect on organizational attractiveness. For potential applicants high in self-monitoring, word of mouth had a stronger effect when presented after recruitment advertising. Finally, the effect of word of mouth on organizational attractiveness was partially mediated by the per-ceived credibility of recruitment advertising. In today’s business environment, human capital is one of the most valu-able assets a company can have, and recruitment serves the important func-tion of bringing the necessary talent into the organization (Barber, 1998). Despite economic upturns and downturns, recruitment remains a crucia

Ethnic and gender differences in applicants' decision-making processes: An application of the theory of reasoned action

Contains fulltext : 54483.pdf (publisher's version ) (Closed access)11 p

An organizational impression management perspective on the formation of corporate reputations

Researchers have only recently turned their attention to the study of corporate reputation. As is characteristic of many early areas of management inquiry, the field is decidedly multidisciplinary and disconnected. This article selectively reviews reputation research conducted mainly during the past decade. A framework is proposed that views reputation from the perspective of organizational impression management. Corporations are viewed as social actors, intent on enhancing their respectability and impressiveness in the eyes of constituents

Insidious procedures: diversity awards legitimize unfair organizational practices

This is the author's version of an article subsequently published in Social Justice Research in final format. The final publication is available at Springer via http://dx.doi.org/10.1007/s11211-015-0240-zDoes the presence (versus absence) of an organizational diversity award increase the perceived fairness of biased personnel procedures? Participants examined fair or unfair personnel procedures at a company that had received a diversity award or an award unrelated to diversity. When the company had received a diversity award (versus a control award), participants perceived the unfair personnel procedure as fairer for minorities, and White participants were more supportive of enacting the biased procedure. These findings suggest that organizations perceived as successfully supporting diversity might be afforded particular legitimacy to enact policies and procedures that disadvantage the very groups they are perceived as valuing.National Science Foundatio

Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity

Using a field experiment in the United Arab Emirates, we compared the impacts of directive and empowering leadership on customer-rated core task proficiency and proactive behaviors. Results of tests for main effects demonstrated that both directive and empowering leadership increased work unit core task proficiency, but only empowering leadership increased proactive behaviors. Examination of boundary conditions revealed that directive leadership enhanced proactive behaviors for work units that were highly satisfied with their leaders, whereas empowering leadership had stronger effects on both core task proficiency and proactive behaviors for work units that were less satisfied with their leaders. We discuss implications for both theory and practice. © Academy of Management Journal