Promoting Authenticity in Employer Brands to Address the Global-Local Problem in Complex Organisations: The Case of a Developing Country

Employer branding is considered as a useful tool for
addressing the global-local problem facing complex organisations
that have operations scattered across the globe and face challenges of
dealing with the local environment alongside. Despite being an
established field of study within the Western developed world, there
is little empirical evidence concerning the relevance of employer
branding to global companies that operate in the under-developed
economies. This paper fills this gap by gaining rich insight into the
implementation of employer branding programs in a foreign
multinational operating in Pakistan dealing with the global-local
problem. The study is qualitative in nature and employs semistructured
and focus group interviews with senior/middle managers
and local frontline employees to deeply examine the phenomenon in
case organisation. Findings suggest that authenticity is required in
employer brands to enable them to respond to the local needs thereby
leading to the resolution of the global-local problem. However, the
role of signaling theory is key to the development of authentic
employer brands as it stresses on the need to establish an efficient and
effective signaling environment where in signals travel in both
directions (from signal designers to receivers and backwards) and
facilitate firms with the global-local problem. The paper also
identifies future avenues of research for the employer branding field.

• Saud A. Taj

• Authenticity
• Counter-signals
• Employer Branding
• Global-Local Problem
• Signaling Theory.

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