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Informal and intra-organizational social gatherings can be occasions for individuals to positively talk about their organization and engage in employer branding activities. Relevant to this scenario is the attitude of individuals to networking, as well as the fit that they perceive to their organization. However, the literature misses considering a relatively new, while relevant, HR practice able to influence employer branding: the Alumni network. In this study, we look at individual-level antecedents of organization employer branding by considering intra-organizational networking behaviors, as well as the perceived fit with the organization. Moreover, we theorize the role of affective organizational commitment as a mediator of these main relations. Using a quantitative methodology, we analyze the data collected on a sample of 138 employees working in two knowledge-intensive firms, representing contexts of the potential implementation of Alumni networks. Results, implications for management, and limitations are discussed.

Despite the fact that labels such as “smart industry” and “industry 4.0” (terms used to denote the fourth industrial revolution) have become popular topics within academia and in practice, their meaning remains an issue of concern. It’s a concern that has drawn the attention of various authors. It is a struggle we engaged in as well – specifically regarding the Dutch “smart industry” label – to aid our aim of assessing whether our call to combine forces can be extended beyond industry 4.0 and industrie 4.0. We provide here initial indications of whether there is more unity in meaning and, thus, reasons to take steps toward combining labels. By means of 20 interviews with Dutch smart industry experts, a representation of smart industry was obtained as understood in the Netherlands. Based on this representation, we examined the extent of overlap between the Dutch “smart industry” label and the general term “fourth industrial revolution” as well as the “industry 4.0” label as defined by various scholars. Our findings showed that smart industry in the Netherlands does not match the denotation of an industrial revolution. Several signals were, however, detected indicating that the content observed under the Dutch smart industry label overlaps with what is being presented under the label industry 4.0. These results reveal that there is indeed more unity in meaning between the various labels that exist and, as such, strengthens our call to combine forces.

The pressure on firms to be socially responsible continuously increases. Social initiatives, however, are not without controversy. Drawing from stakeholder theory, and the main literature on engagement and social enterprise, our research aims to verify the role of the social dimension as a driver of active stakeholder engagement in the social enterprise domain. The research project is based on a survey involving 268 active stakeholders (both internal and external) of 12 Italian SEs. Based on the structural equation modelling technique, our results provide empirical evidence on the antecedents of engagement, distinguishing between job and organization engagement. They confirm the relevance of the social meaningfulness of the work and of adherence to the social values of the organization as pertinent and appropriate engagement drivers.

Drawing on social media and identity literatures our study aims at investigating the use of social media in the recruitment process by adopting the job seekers’ perspective. Using a qualitative methodology with the analysis of pre and post task diaries made by 171 Millennials, the paper explores their behaviors and the tools they used in searching for a job position. Furthermore, the paper investigates how online identity and its co-creation process influence Millennials’ willingness to use social media for recruitment purposes. Lastly, the research aims at exploring if and, potentially, how professional and non-professional social media, with their different features, users and goals, are constantly changing the recruitment process, thus offering suggestions for the design of effective recruitment practices.