Details
| Original language | English |
|---|---|
| Pages (from-to) | 1498-1535 |
| Number of pages | 38 |
| Journal | Journal of management studies |
| Volume | 61 |
| Issue number | 4 |
| Early online date | 6 May 2023 |
| Publication status | Published - Jun 2024 |
Abstract
In this study, we draw on signalling theory to examine the organization-level relationship between reputation and employee movement in and out of organizations. Focusing on organizations’ media reputations relative to their peers, we map all employee flows between organizational dyads in a population of English hospitals. We find support for our main argument that an organization's relative reputation predicts employee mobility above and beyond what can be explained by its absolute level of reputation. In particular, our findings suggest that the number of employees moving between two organizations is highest when both organizations have a high reputation. We refer to this as the elites’ mutual attraction effect (EMA-effect). We also find that the motives of voluntary leavers and geographical distance between two organizations influence the strength of this EMA-effect. Overall, this study shows that developing and testing dyadic theory can extend research on organizational reputation and collective turnover in meaningful ways.
Keywords
- dyadic perspective, media coverage, organizational reputation, voluntary turnover
ASJC Scopus subject areas
- Business, Management and Accounting(all)
- Business and International Management
- Business, Management and Accounting(all)
- Strategy and Management
- Business, Management and Accounting(all)
- Management of Technology and Innovation
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In: Journal of management studies, Vol. 61, No. 4, 06.2024, p. 1498-1535.
Research output: Contribution to journal › Article › Research › peer review
}
TY - JOUR
T1 - The Elites-Mutual-Attraction Effect
T2 - How Relative Reputation Influences Employee Flows between Organizations
AU - Antons, David
AU - Piening, Erk P.
AU - Salge, Torsten Oliver
N1 - Publisher Copyright: © 2023 The Authors. Journal of Management Studies published by Society for the Advancement of Management Studies and John Wiley & Sons Ltd.
PY - 2024/6
Y1 - 2024/6
N2 - In this study, we draw on signalling theory to examine the organization-level relationship between reputation and employee movement in and out of organizations. Focusing on organizations’ media reputations relative to their peers, we map all employee flows between organizational dyads in a population of English hospitals. We find support for our main argument that an organization's relative reputation predicts employee mobility above and beyond what can be explained by its absolute level of reputation. In particular, our findings suggest that the number of employees moving between two organizations is highest when both organizations have a high reputation. We refer to this as the elites’ mutual attraction effect (EMA-effect). We also find that the motives of voluntary leavers and geographical distance between two organizations influence the strength of this EMA-effect. Overall, this study shows that developing and testing dyadic theory can extend research on organizational reputation and collective turnover in meaningful ways.
AB - In this study, we draw on signalling theory to examine the organization-level relationship between reputation and employee movement in and out of organizations. Focusing on organizations’ media reputations relative to their peers, we map all employee flows between organizational dyads in a population of English hospitals. We find support for our main argument that an organization's relative reputation predicts employee mobility above and beyond what can be explained by its absolute level of reputation. In particular, our findings suggest that the number of employees moving between two organizations is highest when both organizations have a high reputation. We refer to this as the elites’ mutual attraction effect (EMA-effect). We also find that the motives of voluntary leavers and geographical distance between two organizations influence the strength of this EMA-effect. Overall, this study shows that developing and testing dyadic theory can extend research on organizational reputation and collective turnover in meaningful ways.
KW - dyadic perspective
KW - media coverage
KW - organizational reputation
KW - voluntary turnover
UR - http://www.scopus.com/inward/record.url?scp=85159892095&partnerID=8YFLogxK
U2 - 10.1111/joms.12935
DO - 10.1111/joms.12935
M3 - Article
AN - SCOPUS:85159892095
VL - 61
SP - 1498
EP - 1535
JO - Journal of management studies
JF - Journal of management studies
SN - 0022-2380
IS - 4
ER -