Unconventional Employer Branding: a strategy to win the talents attraction and retention war.
[Tesi di dottorato]
Present research aims at analysing unconventional employer branding strategies in order to retain talented human capital towards sustainable competitive advantage. In the current job market, talents represent a fundamental asset in the competitive advantage gaining. So, the research starts creating a theoretical bridging between Brand Management, Organisational Behaviour and Iternal Marketing, using employer branding as theoretical pivot. Practical implications of this perspective consist of attracting, integrating and maintaining talents (Kotler, 1994; Ewing and Caruana 1999; Berthon, Ewing and Li Lian Hah, 2005), so that they become business partners in the shared goal of sustainable competitive advantage.
In order to analyse the role of employer branding in talent management in the sustainable competitive advantage perspective, starting from Service Dominant Logic (Lush, Vargo, 2004) and Resource-based approach (Barney, 1991), the present research starts from the following research questions:
Q1: what is the relation between employer branding, affective engagement and use of web 2.0 tools?
Q2: What is the role of co-creation in the employer branding strategy?
Q3: What are the co-creation parameters and actors with specific reference to virtual service organization?
Q4: What is the impact of employer branding strategy applied to existing employees on talents attraction?
Answering these research questions can contribute theoretically and practically to employer brand strategies. In fact, this higher-order conceptualization of employers/existing employees/potential employees’ relationship provides a foundation for co-creation in employer branding building, especially through new interactive media.
In order to answer to these questions, a literature review about talent management, organizational studies and employer branding in RBT and SDL perspective is developed. This represents the theoretical background for developing a theoretical framework that taks into account the most relevant strategic factors of employer branding and considers talented employees as possible resources. The framework is tested in the empirical part, aimed at verifying the importance of employer branding strategies in a multiple cases cross analysis.
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