Please note that gray areas reflect artwork that has been intentionally removed. The substantive content of the article appears as originally published. SLOANREVIEW.MIT.EDU WINTER 2008 MIT SLOAN MANAGEMENT REVIEW 37 t is by now an article of faith that employees who are skilled, creative and driven to satisfy customers are essential for differen-tiating a company from its competitors. Increasingly, success comes from being able to attract, motivate and retain a talented pool of workers. However, with a finite number of extraordinary employees to go around, the competition for them is fierce.1 There is growing evidence that a company’s corporate social responsibility activities comprise a legitimate, compelling and increasingly important way to attract and retain good employees. For example, in a bid to burnish their images as socially responsible companies and thereby attract and retain talent, CEOs of high-profile companies such as Home Depot, Delta Air Lines and SAP recently
Stored only when both papers are in the corpus — 633 citations exist upstream.