Being in Good Standing: The Value of a Corporate, Workplace & Social Reputation to Potential Executive Employees
University of Melbourne Business School
Timothy M. Devinney
University of Leeds - Leeds University Business School (LUBS); University of Leeds - Division of International Business
Australian Graduate School of Management
University of Technology Sydney (UTS) - School of Marketing
School of Business, University of Western Sydney
January 4, 2011
It has been readily accepted that prospective employees, including MBA students seeking jobs after graduation, put great stock in a potential employer’s reputation – particularly that relating to its social responsibility and workplace practices. However, other than potentially biased results from self-report surveys we have little information as to whether or not job seekers would actually trade-off salary and other utilitarian aspects of a job contract to work at firms with supposed greater reputational standing. In the present study we use a structured experimental approach to determine the extent to which the facets of reputation – corporate, social and workplace – drive job contract choice. We discover that while some aspects of corporate and workplace reputation matter marginally, MBA job seekers appear to put little value on social reputation. Even in the specific cases where we can discern individuals who do value social reputation, this is unrelated to their stated preferences revealed using standard survey methods. The implication is that firms seeking to entice potential executives should focus on utilitarian aspects of the employment contract that may impact their reputation rather than attempting to manipulate that reputation directly.
Number of Pages in PDF File: 45
Keywords: Corporate Reputation, Social Reputation, Workplace Reputation, Discrete Choice Experimentation, Job Choice
JEL Classification: M00, M12, M15, M50, ,J24, J30
Date posted: January 5, 2011
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