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Designing brands and managing organizational politics: A qualitative case study of employer brand creation

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  • Mölk, Andreas
  • Auer, Manfred

Abstract

This study explores intra-organizational processes and structures within the creation of an employer brand. Drawing on a practice perspective that analytically differentiates between practitioners, praxis, and practices, we present a qualitative case study of an employer branding project in a large industrial company. Our theorized account of the case demonstrates the managerial complexities and dynamics of employer brand creation. Based on a detailed content analysis, we identify three distinct sets of activities of employer brand creation: (1) defining and demarcating employer branding, (2) developing and maintaining cooperation within employer brand creation, and (3) confirming and contesting management ideas and structures beyond employer branding. Our study contributes to employer branding research by highlighting how employer brand creation is entangled within strategic, functional design of an employer brand and managing organizational power relations and differing interests. Furthermore, this study particularly emphasizes the emerging character of employer branding and the impact of an established social infrastructure within employer brand creation.

Suggested Citation

  • Mölk, Andreas & Auer, Manfred, 2018. "Designing brands and managing organizational politics: A qualitative case study of employer brand creation," European Management Journal, Elsevier, vol. 36(4), pages 485-496.
    • Handle: RePEc:eee:eurman:v:36:y:2018:i:4:p:485-496
    DOI: 10.1016/j.emj.2017.07.005
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    References listed on IDEAS

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    1. Eero Vaara & Richard Whittington, 2012. "Strategy as practice : Taking Social Practices Seriously," Post-Print hal-02276672, HAL.
    2. Sally Maitlis & Thomas B. Lawrence, 2003. "Orchestral Manoeuvres in the Dark: Understanding Failure in Organizational Strategizing," Journal of Management Studies, Wiley Blackwell, vol. 40(1), pages 109-139, January.
    3. Martin, Graeme & Beaumont, Phillip & Doig, Rosalind & Pate, Judy, 2005. "Branding:: A New Performance Discourse for HR?," European Management Journal, Elsevier, vol. 23(1), pages 76-88, February.
    4. Eero Vaara & Richard Whittington, 2012. "Strategy as practice : Taking Social Practices Seriously," Post-Print hal-02312709, HAL.
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    Cited by:

    1. Rybaczewska, Maria & Sparks, Leigh & Sułkowski, Šukasz, 2020. "Consumers’ purchase decisions and employer image," Journal of Retailing and Consumer Services, Elsevier, vol. 55(C).
    2. Ying Song & Octavio Escobar & Unai Arzubiaga & Alfredo De Massis, 2022. "The digital transformation of a traditional market into an entrepreneurial ecosystem," Review of Managerial Science, Springer, vol. 16(1), pages 65-88, January.
    3. Agnieszka Izabela Baruk & Grzegorz Wesołowski, 2021. "The Effect of Using Social Media in the Modern Marketing Communication on the Shaping an External Employer’s Image," Energies, MDPI, vol. 14(14), pages 1-23, July.
    4. Korzynski, Pawel & Mazurek, Grzegorz & Haenlein, Michael, 2020. "Leveraging employees as spokespeople in your HR strategy: How company-related employee posts on social media can help firms to attract new talent," European Management Journal, Elsevier, vol. 38(1), pages 204-212.
    5. Mölk, Andreas, 2018. "Structures, strategizing, and contested territories: A structuration perspective on strategy development in employer branding," Scandinavian Journal of Management, Elsevier, vol. 34(4), pages 326-334.

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