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- W100771570 abstract "Despite the interest shown in employer branding by organizations, there hasbeen little research by HR academics into the underlying theory, what it actuallymeans in practice and the effectiveness of employer branding (Edwards, 2005,2008; Martin, 2007). So in this chapter we build on our earlier attempts to shedsome light on these issues (see, for example, Martin & Hetrick, 2006, forthcoming) by bringing together literature from HRM, marketing and organizationalcommunications to show how employer branding might work in theory and practice. This theory also has some normative value for practitioners by defining thecore variables and links between them in the employer branding process. We doso, first, by developing a three-stage process and content theory (Langley, 1999)of how things happen in employer branding to discuss the design, employeeevaluation and outcomes of employer brands, and the key contextual influenceson these stages. Second, we briefly set out some of the available evidence onemployer branding to address the questions: does it work in practice and can itwork in different contexts? To anticipate our conclusions:1. Our model highlights the complex interactions among culture (organizational and national), strategic choices and identity as key drivers of employerbrand images and the hoped for outcomes of employer branding." @default.
- W100771570 created "2016-06-24" @default.
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- W100771570 date "2008-11-26" @default.
- W100771570 modified "2023-09-26" @default.
- W100771570 title "Employer branding and corporate reputation management: A model and some evidence" @default.
- W100771570 doi "https://doi.org/10.4324/9780203971611-25" @default.
- W100771570 hasPublicationYear "2008" @default.
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