Non-core business talent attraction
(2021) BUSN39 20211Department of Business Administration
- Abstract (Swedish)
- Research Question and Purpose: The research question will investigate what talent attraction looks like in non-core businesses sharing the name of the core business. The purpose of this thesis is to explore talent attraction in the context of non-core businesses sharing the name of the core business. Methodology: The research paradigm is a relativist ontology with a social constructivist epistemology. A qualitative method is the foundation for extracting empirical data. The research approach is inductive. Theoretical Perspective: To understand the phenomenon, existing research and theories will be used to interpret the collected empirical data. The theoretical perspective includes the halo effect, brand extension, and corporate brand and... (More)
- Research Question and Purpose: The research question will investigate what talent attraction looks like in non-core businesses sharing the name of the core business. The purpose of this thesis is to explore talent attraction in the context of non-core businesses sharing the name of the core business. Methodology: The research paradigm is a relativist ontology with a social constructivist epistemology. A qualitative method is the foundation for extracting empirical data. The research approach is inductive. Theoretical Perspective: To understand the phenomenon, existing research and theories will be used to interpret the collected empirical data. The theoretical perspective includes the halo effect, brand extension, and corporate brand and identity research. Empirical Data: The study is based on empirical data from a qualitative method, which extracts values, opinions, and information from Swedish professionals in HR and marketing, working at non-core businesses with a shared brand with a core company operating in another industry. Findings and Conclusions: The main finding is that the non-core businesses in the study found the shared brand to affect their talent attraction in a predominantly positive way. The shared brand offers a sense of security, which is a significant factor that attracts talent. The non-core businesses agreed on a shared reputation with the core businesses and experienced a positive halo effect. However, there is a risk linked to the halo effect turning negative due to a scandal at the core business. Since the non-core business’ brand is closely related to another industry, they might have to be even more precise than other companies in their industry. Values and employer branding are fundamental aspects when attracting talent, and there exists a particular person-organization fit. The non-core businesses can also benefit from being part of a company group with a shared brand, if talent can move between the different companies. Theoretical Implications: This research study has contributed to theory by showcasing the importance of trust, security, and safety in a brand, that non-core businesses might not want to attract the same talents as their competitors in the same industry, that the non-core and the core business share reputation due to a halo effect and that a shared recruitment platform is beneficial for concerns. Managerial Implications: The managerial implications offer suggestions to both HR and strategic marketing departments at companies. The suggestions include; making sure that the employer brand showcases security, dare to collaborate with other companies in the concern, use a shared recruitment platform in the concern to collect as much talent as possible, make it easier for talent to move between companies in the concern, keeping the core business brand for your brand extension might be a good idea, be aware of scandal scenarios and a negative halo effect, dare to be innovative at the non-core business’ employer branding and make it clear what the non-core business does and what products it offers. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9049909
- author
- Törnblad Davidsson, Karin LU
- supervisor
-
- Mats Urde LU
- organization
- alternative title
- A qualitative study exploring talent attraction in the context of non-core businesses sharing the name of the core business
- course
- BUSN39 20211
- year
- 2021
- type
- H1 - Master's Degree (One Year)
- subject
- keywords
- talent attraction, marketing, HR, employer branding, values, recruitment platform, core business, non-core business, reputation
- language
- English
- id
- 9049909
- date added to LUP
- 2021-06-29 14:22:15
- date last changed
- 2021-06-29 14:22:15
@misc{9049909,
abstract = {{Research Question and Purpose: The research question will investigate what talent attraction looks like in non-core businesses sharing the name of the core business. The purpose of this thesis is to explore talent attraction in the context of non-core businesses sharing the name of the core business. Methodology: The research paradigm is a relativist ontology with a social constructivist epistemology. A qualitative method is the foundation for extracting empirical data. The research approach is inductive. Theoretical Perspective: To understand the phenomenon, existing research and theories will be used to interpret the collected empirical data. The theoretical perspective includes the halo effect, brand extension, and corporate brand and identity research. Empirical Data: The study is based on empirical data from a qualitative method, which extracts values, opinions, and information from Swedish professionals in HR and marketing, working at non-core businesses with a shared brand with a core company operating in another industry. Findings and Conclusions: The main finding is that the non-core businesses in the study found the shared brand to affect their talent attraction in a predominantly positive way. The shared brand offers a sense of security, which is a significant factor that attracts talent. The non-core businesses agreed on a shared reputation with the core businesses and experienced a positive halo effect. However, there is a risk linked to the halo effect turning negative due to a scandal at the core business. Since the non-core business’ brand is closely related to another industry, they might have to be even more precise than other companies in their industry. Values and employer branding are fundamental aspects when attracting talent, and there exists a particular person-organization fit. The non-core businesses can also benefit from being part of a company group with a shared brand, if talent can move between the different companies. Theoretical Implications: This research study has contributed to theory by showcasing the importance of trust, security, and safety in a brand, that non-core businesses might not want to attract the same talents as their competitors in the same industry, that the non-core and the core business share reputation due to a halo effect and that a shared recruitment platform is beneficial for concerns. Managerial Implications: The managerial implications offer suggestions to both HR and strategic marketing departments at companies. The suggestions include; making sure that the employer brand showcases security, dare to collaborate with other companies in the concern, use a shared recruitment platform in the concern to collect as much talent as possible, make it easier for talent to move between companies in the concern, keeping the core business brand for your brand extension might be a good idea, be aware of scandal scenarios and a negative halo effect, dare to be innovative at the non-core business’ employer branding and make it clear what the non-core business does and what products it offers.}},
author = {{Törnblad Davidsson, Karin}},
language = {{eng}},
note = {{Student Paper}},
title = {{Non-core business talent attraction}},
year = {{2021}},
}