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Retaining talent by enhancing organizational prestige
16 references·6 citing·37 second hop
Retaining talent by enhancing organizational prestige (2015)Retaining talent by enhancing organizatio…The Social Identity Theory of Intergroup Behavior (2004)The Social Identity Theory of…Organizational identification: A meta-analysis (2004)Organizational identification…Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations (2002)Culture's Consequences: Compa…Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences (2002)Affective, Continuance, and N…Commitment in the workplace: toward a general model (2001)Commitment in the workplace: …Self‐categorization, affective commitment and group self‐esteem as distinct aspects of social identity in the organization (2000)Self‐categorization, affectiv…Self-categorisation, commitment to the group and group self-esteem as related but distinct aspects of social identity (1999)Self-categorisation, commitme…Commitment in the Workplace: Theory, Research, and Application (1997)Commitment in the Workplace: …Organizational Images and Member Identification (1994)Organizational Images and Mem…Alumni and their alma mater: A partial test of the reformulated model of organizational identification (1992)Alumni and their alma mater: …A three-component conceptualization of organizational commitment (1991)A three-component conceptuali…The measurement and antecedents of affective, continuance and normative commitment to the organization (1990)The measurement and anteceden…Social Identity Theory and the Organization (1989)Social Identity Theory and th…Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior. 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References

  • 2002Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations21,666 cited
  • 2004The Social Identity Theory of Intergroup Behavior13,460 cited
  • 1990The measurement and antecedents of affective, continuance and normative commitment to the organization11,669 cited
  • 1991A three-component conceptualization of organizational commitment11,041 cited
  • 1989Social Identity Theory and the Organization7,973 cited
  • 2002Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences6,899 cited
  • 1992Alumni and their alma mater: A partial test of the reformulated model of organizational identification5,770 cited
  • 1994Organizational Images and Member Identification4,912 cited
  • 1986Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior.4,076 cited
  • 1997Commitment in the Workplace: Theory, Research, and Application4,008 cited
  • 2001Commitment in the workplace: toward a general model3,556 cited
  • 1976Basking in reflected glory: Three (football) field studies.2,360 cited
  • 2004Organizational identification: A meta-analysis1,807 cited
  • 2000Self‐categorization, affective commitment and group self‐esteem as distinct aspects of social identity in the organization

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1,699 cited
  • 1985Employee-Organization Linakges: The Psychology of Commitment, Absenteeism and Turnover1,645 cited
  • 1999Self-categorisation, commitment to the group and group self-esteem as related but distinct aspects of social identity1,457 cited
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    • 2017Engaging Employees at Work: Insights From India28 cited
    • 2020Does organizational reputation matter in Pakistan’s higher education institutions? The mediating role of person-organization fit and person-vocation fit between organizational reputation and turnover intention26 cited
    • 2022“Best Employers”: The Impacts of Employee Reviews and Employer Awards on Job Seekers’ Application Intentions24 cited
    • 2021Organisation Pursuit Intention Through Perceived Employer Brand, Person Organisation Fit and Perceived Organisational Prestige23 cited
    • 2017Determinants of turnover intentions among marketing and sales representatives in the UAE1 cited